Quotes About Feedback

Feedback loops not only enable quick detection and recovery of problems, they also inform us on how to prevent these problems from occurring again in the future. Doing this increases the quality and safety of our system of work, and creates organizational learning.

In the DevOps ideal, developers receive fast, constant feedback on their work, which enables them to quickly and independently implement, integrate, and validate their code, and have the code deployed into the production environment (either

the %C/A can be obtained by asking downstream customers what percentage of the time they receive work that is 'usable as is,' meaning that they can do their work without having to correct the information that was provided, add missing information that should have been supplied, or clarify information that should have and could have been clearer.

By seeing problems as they occur and swarming them until effective countermeasures are in place, we continually shorten and amplify our feedback loops, a core tenet of virtually all modern process improvement methodologies. This maximizes the opportunities for our organization to learn and improve.

Researchers at Google spent years on Project Oxygen and found that psychological safety was one of the most important factors of great teams: where there was confidence that the team would not embarrass, reject, or punish someone for speaking up.

Instead of project teams where developers are reassigned and shuffled around after each release, never receiving feedback on their work, we keep teams intact so they can keep iterating and improving, using those leanings to better achieve their goals.

Feedback and feedforward loops cause components within a system to reinforce or counteract each other.

if some cat brings in a tune that makes me want to stab myself in the ear with a pencil, I gotta be all, "Great job, kiddo! Keep at it!

Even a hungry audience is better than a deaf audience.

I can't tell what's going on with my feet. They don't say, 'Hey, I'm losing balance.' They give me almost zero feedback.

But braking is so difficult, especially in single-seaters. You're millimetres from locking up in the braking zones. Having to feel that through the hands? You don't get anything like the same feedback when you hit a pedal and feel it push back against you.

The success of your presentation will be judged not by the knowledge you send but by what the listener receives.

You do not publish your own verses, Laelius; you criticise mine. Pray cease to criticise mine, or else publish your own.

A person's reputation is a mixture of what his friends, enemies, and relatives say behind his back.

All you'll get from strangers is surface pleasantry or indifference. Only someone who loves you will criticize you.

No matter how good you think you are as a leader, my goodness, the people around you will have all kinds of ideas for how you can get better. So for me, the most fundamental thing about leadership is to have the humility to continue to get feedback and to try to get better - because your job is to try to help everybody else get better.

For instance, when I go to the premiere on Tuesday I probably won't watch the film at all - I'll be watching the audience just to see their reaction to different moments, what I'm doing right and what I'm doing wrong, stuff like that.

Not being in tune with your customers is like living in an alternate reality; the way you think your customers feel about your product is not always the same as what your customers really think about your product.

When I was about seventeen, I had a group called the Young Jazz Giants. We played all originals. When we would finish playing, people would be like, 'Oh my God, that was so nice, that was so great.' But Pops would never tell us we were the best. He would give it to us straight, like, 'You're out of tune. You're dropping beats.'

Sometimes I have given my husband a manuscript to read that has turned out to have fantastic rave reviews and he'll tell me it is no good. Well, if I didn't know him as well as I know him I would be terribly depressed.

I never turn on the crowd. Sometimes, you think it's a terrible show, and then afterward, sometimes people say they really liked it. So turning on the crowd is only going to alienate the few people who might like it. What do I do in that situation? Get through it.

Sales have never been a source of joy for me in terms of my music. It's really about who's turning up at your shows, what people are saying about it.

If every editor turns you down, maybe you should take a second look at your text, however, just in case.

We used to think that the enterprise was the hardest customer to satisfy, but we were wrong. It turns out, consumers are harder than the enterprise because the consumer will not give you a second chance.