negative feedback

Examples of negative feedback in the following topics:

• Control of Homeostasis

  • Homeostasis is typically achieved via negative feedback loops, but can be affected by positive feedback loops, set point alterations, and acclimatization.
  • Homeostasis is maintained by negative feedback loops within the organism.
  • An example of negative feedback is the maintenance of blood glucose levels.
  • This is still a negative feedback loop, but not in the direction expected by the use of the term "negative."
  • Negative feedback loops are the predominant mechanism used in homeostasis.

• Disease as Homeostatic Imbalance

  • If positive and negative feedback loops are affected or altered, homeostatic imbalance and resultant complications can occur.
  • Anything that prevents positive or negative feedback from working correctly could lead to disease if the mechanisms of disruption become strong enough.
  • Heart failure is the result of negative feedback mechanisms that become overwhelmed, allowing destructive positive feedback mechanisms to compensate for the failed feedback mechanisms.
  • Negative feedback between insulin and glucagon levels controls blood sugar homeostasis.
  • Diabetes is normally treated with insulin injections, which replaces the missing negative feedback of normal insulin secretions.

• Control of Hormone Secretion

  • The endocrine system relies on feedback systems to regulate hormone production and secretion.
  • Most endocrine glands are under negative feedback control that acts to maintain homoeostasis, i.e., prevent deviation from an ideal value.
  • A key example of a negative feedback system is the regulation of the thyroid hormone thyroxine, which regulates numerous key metabolic processes.
  • Positive feedback mechanisms control self-perpetuating events, that is, they encourage deviation from the mean.
  • Positive feedback systems are much less common although they do exist.

• Delivering Constructive Feedback

  • Constructive feedback, both positive and negative, can help individuals learn and improve their performance.
  • Praise and compliments are welcome reassurance of a person's abilities, but negative assessments can hurt unless clearly supported by observations and thoughtfully delivered.
  • Whether positive or negative, feedback can be constructive when it addresses factors directly related to performance over which someone has control.
  • Feedback is given in organizations in a variety of ways.
  • In human resources, 360-degree feedback, also known as multi-rater feedback, multi-source feedback, or multi-source assessment, is feedback that comes from members of an employee's immediate work circle.

• Role of Financial Markets in Providing Feedback to Management

  • Financial markets can provide feedback to management by showing signals of the demand to supply funds to that enterprise.
  • These various audiences can provide feedback to management, such as when the stock price rises or declines.
  • It is governed by positive and negative feedback resulting from the cognitive and emotional factors among market participants.
  • Here a group may be providing feedback to management.
  • Describe how financial markets can provide feedback to a company's management

• Read Feedback Cues

  • Feedback is the response that listeners provide to the sender of the message.
  • Feedback is a cue to the speaker to modify or regulate what is being said.
  • You may also receive direct positive or negative feedback from members of the audience who agree or disagree with what you are saying.
  • Listen for the verbal feedback and acknowledge it.
  • However, much of the non-verbal feedback may be unconscious physical body language, which can provide feedback for you.

• Giving and receiving feedback

  • As a result, feedback is often delayed.
  • While giving feedback is extremely important, receiving feedback and changing one's characteristics to reflect that feedback is just as important.
  • For example, when a boss is telling an employee the aspects of the job the employee needs to work on, he may only focus on the negative points and not the positive.
  • Atwater, Roush and Fischthal found that "follower ratings of student leaders improved after feedback was given to leaders and that leaders receiving 'negative' feedback (defined as self-ratings that were considerably higher than follower ratings) improved the most" (The Influence of Upward Feedback on Self and Follower Ratings of Leadership, 1995).
  • This shows that there is a bigger reaction when the upward feedback is negative instead of positive.

• Internal and External Control

  • These are called feedback, concurrent control, and feedforward, respectively.
  • Feedback serves as motivation for many people in the workplace.
  • When employees receive negative or positive feedback, they decide how to apply it in their daily work.
  • Feedforward is not just pre-feedback, because feedback is always based on measuring an output and sending feedback on that output.
  • 'Feedback' exists between two parts when each affects the other.

• Customer Feedback

  • Customer feedback can be collected via direct conversations with consumers, telephone or focus group interviews, surveys, and online communities.
  • In exchange for their honest opinions and feedback, customers are incentivized for their time.
  • Community blogs and forums also enable customers to provide detailed explanations of both negative as well as positive experiences with a company.
  • Recently, many organizations have implemented feedback loops that allow them to capture feedback at the point of experience.
  • Customer feedback can be gathered via focus group discussions that elicit their opinions and inquire about their experiences.

• Structuring Employee Feedback

  • There are a wide variety of models and structures for providing employee feedback.
  • A few of the more useful structures for feedback are listed below.
  • Behavioral Checklists and Scales: Certain behaviors can have positive or negative implications, and monitoring specific key behaviors over a given time frame can be a useful feedback structure as well.
  • Compared to a static top-down feedback structure, 360 degree feedback has significant advantages in accuracy, objectivity and equality.
  • While there are countless opinions and models to utilize in structuring feedback, managers should keep in mind that the purpose of feedback is growth and improvement.