Types of Feedback Loops Used by Skype - Essay Example

? CS 5 Skype Analysis CS 5 Skype Analysis Introduction This paper will address the manner in which Skype can develop more and createextra organizational learning opportunities by use of the feedback loops. The paper will also discuss the various ways the company can undertake to enhance its organizational performance by use of the described feedback loops. The two specific types of feedback loops will be analyzed in relation to organizational learning opportunities by use of causal loop diagrams to seek its effectiveness in the organizational advancement. There are two main types of feedback loops used by Skype in creating organizational learning opportunities. These include: the balancing feedback loop and the reinforcing feedback loop. The balancing loop makes effort to shift the manner things are (present state) to an objective or goal (preferred state) by use of whatever that can be done or used (Some course of action) to attain the goal by the company. The balancing loop is one of the two essential system structures by Skype. This feedback loop is an embodiment of any condition where there is an objective and course of action it is implemented to attain that specific goal. For instance, if one makes a decision to enhance the sales by say 15%, he or she has merely established a balancing loop; same to one who makes a decision to create a new product or service (Bellinger, 2004c). This can be illustrated by the balancing loop diagram below; Source: (Bellinger, 2004b) The preferred state relates with the present condition to create a gap. The preferred condition is taken as fixed or constant in this perception. The gap produced by the range between the preferred condition and the present state is actually inspired for action, and the bigger the gap the higher the tendency to result into an action. The course of action considered contributes to the present condition. The present condition deducts from the gap, therefore minimizing it. When the course of action thrives in shifting the present state to a position where it is similar to the preferred state, the gap is decreased to zero and no more enhancements for action exists. Skype can make use of this in organizational learning in the sense emphasizes the duty of interlink inclusive of the duty each employee is accountable for at the place of work. The feedback loop stresses on entirety as opposed to sections or divisions. It also does stress on the circular feedback as opposed to linear foundation and outcome. Besides, it has a unique terminology that defines the behavior of systems such as the feedback that regulates change and fosters a system to uphold stability. Effective Strategies That Might be used in This Feedback by Skype To efficiently make use of this balancing loop, Skype must ascertain that there is an explicit well comprehended and accepted description of the preferred condition in the company system structure. If the employees are not aware of the final goal they are trying to get then any course of action can lead them somewhere. The company must also see to it that there is an objective or goal as probable description of the current condition. It is the connection amidst the preferred state and the present state that creates the foundation for planning and corresponding course of action. In case the planning is faulted there is an excellent opportunity the consequent course of action might be irrelevant to shift the present state to the preferred state (Bellinger, 2004a). Last but not least, since the course of action is reinforced by the magnitude of the gap there is a normal behavior for the degree of action to decrease as the current condition looms towards the preferred state. This behavior accounts for the reason that as majority of the projects by Skype come to a finishing point it tends to be more and more complicated to create development towards the end. To surmount this tendency, the inspiration for action must emanate from some point apart from the gap. In connection to the completion of the project the main attention might be to start to ponder over finishing the project so that Skype can move to the preceding project. The Main Areas of Impact for Balancing Loop The balancing loop has been considered as one of the easiest system structure and rarely talks place in separation from the extra impact. The most dominant annexes of the balancing loop are recognized in the preceding areas of influence; Given the fact that one can never perform one thing and the fact that the present state is what it is for some specific rationality, the course of action considered to modify the present state, or modify in the present state wholly, it may create consequences which actually result into the present state, with time to reoccur. If the time period over which it consumes for an action to shift the present state to the preferred state is considerably long, there may be a motivation to resolve for less than the earlier preferred state. In this condition the objective is never achieved since the goal is placed on a lower level in time (Bellinger, 2004a). By taking up this preferred state problems may emanate in other sections. These challenges may indeed cause the goal to be hiked making it more challenging to attain the specific goal. The state may be in such a manner that the course of action considered to attain the objective really result into the current situation to override the objective. This would then necessitate extra course of action to take back the present state towards the objective. It is also probable that the structure that is in place enhances an unending vacillation. Reinforcing Feedback Loop A reinforcing feedback loop is one where the interconnections are in such a manner that the actions contribute to the other actions. Any condition in which the action results into an outcome which enhances more of the similar course of action is an embodiment of a reinforcing loop. The diagram below represents a reinforcing loop. Source: (Bellinger, 2004b) Reinforcing Loop Taking an example of a savings account, the principal in the account relates with the rate of interest and contributes to the interest level in the savings account. The interest then contributes to the principal. This action of reinforcing occurs in each month of the period on investment depending on the rate which the firm calculates the interest. The arrow on the right side of the principal graph shows that the growth of the principal amount is exponential. The Effective Strategies That Might be used by Skype in This Form of Feedback In case the reinforcing system structure is creating a preferable outcome it is essentially known as the virtuous cycle. When this occurs there is a propensity to assume it and leave it alone. This might be one of the critical mistakes given the fact that nothing grows forever. When everything is moving in the manner the company desires it that best moment to be more careful on the way to ascertain that it goes in manner the company wants it in the near future. When a reinforcing system structure is creating an unwanted outcome it fundamentally results into a viscous cycle. The best efficient tactic to deal with the viscous cycle is to look for a way to disentangle one of the feedback loops such that the system structure can no more reinforce itself (Bellinger, 2004b). The Main Areas of Consideration in a Reinforcing Loop The reinforcing system structure is also one of the easiest structures and rarely happens in separation of the extra impact. As previously indicated, nothing can ever grow forever. There are instances of this system structure this still have insurmountable shortcomings. The most dominant annex of the reinforcing system structure can be recognized in the preceding areas of consideration. It has been constantly reiterated that there is nothing that grows forever. What occurs with a reinforcing structure is that limits to its growth have not yet been determined by Skype. The most probable action to take is to seek out for these limitations prior to running into them. Given the fact that nothing can be created from nothing there is a cost that accompanies the growth at some point. Organizational learning theory and the feedback loops Implied regular feedback loop amongst the members of the company that is distinct from any process of making decisions; on the contrary the loop operates constantly within Skype thus giving the company with fresh updates as members recognize the needs, chances or outcome from previous decision making process. Ancient decision support system (DSS) has concentrated on solution of the problem which implies that the process is taken to be over on the assortment of the course of action considered relevant for the present situation of the problem (Larsen et al., 1996). This view has definitely been helpful in enabling personal decisions and personal learning. It is therefore vital to note that DSS has more to input more efficiently to the organizational learning by emphasizing on the feedback loops amongst the makers of the decisions. Skype can use the feedback loops in organizational learning by considering the extent of growth or establishing a decline at some point which has not been identified. Normally, the nature of a reinforcing structure is the outcome of the synergistic connection between two or more persons, organizations or groups. When this is the scenario, Skype must be aware that there is a propensity for the parties involved to have unenlightened action which really damages the synergy (Larsen et al., 1996). Conclusion In light of the above discussion it is evident that from a case of research and development as exhibited by Skype, the performance is not at all times measured by a similar structure. Perhaps the feedback loops are the perfect structures of solving some specific problems within some selected firms such as manufacturing firm through organization learning. The reinforcing feedback tends to be the most predominant structure given the introduction of the product is at its growing stage while on the other hand a balancing structure assumes the dominant position as the product has already grown and the introduction has leveled off or is slowing down; References Bellinger, G. (2004a) Introduction to systems thinking. Retrieved November 4, 2012 from http://www.systems-thinking.org/intst/int.htm on 4th November, 2012 Bellinger, G. (2004b). The Way of systems. Retrieved November 4, 2012 from http://www.systems-thinking.org/theWay/theWay.htm Retrieved on 4th November, 2012. Bellinger, G. (2004c). Archetypes. Retrieved November 4, 2012 from http://www.systems-thinking.org/arch/arch.htm Retrieved on 4th November, 2012. Larsen, K., McInerney, C., Nyquist, C., Santos, A., & Silsbee, D. (1996). Learning Organizations (Part VI: Systems Thinking) Retrieved January 4, 2012 from http://leeds-faculty.colorado.edu/larsenk/learnorg/index.html Read More