“Feedback is a gift. Ideas are the currency of our next success. Let people see you value both feedback and ideas.” – Jim Trinka and Les Wallace
Information, ideation, innovation – when designed/implemented inside feedback mechanisms or directional loops – serve as vehicles for uplift and improvement. We could view such actions as the systematic sharing of knowledge undertaken with a view to elevate core efficiency inside work processes, raise the performance levels of myriad systems, and accelerate the generation of positive outcomes.
Ergo, a feedback process remains central (and essential) to the creation (and development) of optimized methods/processes that evolve in synchronicity (with demands that originate in) external environments and internal imperatives. A feedback process must undergo development from the kernel of an idea into an expansive set of techniques that connects with operational/tactical/strategic aspects of modern systems, paradigms, mechanisms, and processes. Such development – when undertaken inside the spaces of blueprints and flowcharts – allow creators to define, plan, extend, refine, and implement a multi-level, enlightened feedback process.
Multiple lines of information could constitute the primary fabric of a sophisticated feedback process. These lines could include suggestions to compress segments of process, ideas that inter-connect certain elements inside processes, ignite the drive to implement advanced technology inside processes, re-examine the basic premises that animate operational processes, among others. In addition, the creators of a feedback process could connect their creation to external stakeholders such as suppliers, vendors, stockists, traders, buyers and customers, among others. A coherent design of such lines of input could take shape inside flowcharts and other blueprints, thereby enabling designers to erect the contours of an active feedback process. Creators could also elect to meld useful elements from legacy input systems into the structural fabric of a new feedback process, thereby boosting the utility of such enterprise.
Providers of feedback could develop tiers of remediation as part of evolving a competent feedback process. In line with this assertion, a stack of stages could emerge inside flowcharts to demonstrate the operational layers of a feedback process. For instance, reviewers of an e-commerce process could work to delineate the areas of improvement inside the mechanics of process, locate the actions that could upgrade the mechanics, create a matrix that drives improvements, and subsequently develop the outlines of a feedback process. Such actions must stem from a sequence of observations, acts of inferring, and focused movement toward a more efficient process. The flowchart could serve as a backdrop to such efforts and record all the stages that comprise feedback. The spatial dimensions inside the flowchart serve as an interesting space that projects the tiers of remediation into the field of view of readers and observers.
The structure of a feedback process can gain effective – and emphatic – representation inside flowcharts. In essence, flowcharts could serve as a canvas that help aggregate the multiple moving parts that animate a modern feedback mechanism. For instance, initial comments could emerge as the preface of a feedback process, followed by a detailed enumeration of different grades of information pertaining to (better) operation of process. Additionally, footnotes could establish a presence inside flowcharts; this particular element allows a generic vision of feedback to emerge in said enterprise. Thereafter, creators of process could implement blank spaces inside flowcharts as part of attempts to integrate information that may emerge in the future. Comments that signify adherence to feedback could find expression inside additional layers; such inputs represent an interesting aspect of operational response to feedback. Flowcharts help harness these efforts into a coherent structure that can apply to a variety of contemporary processes.
Targeted feedback bears significant potential to elevate the general quality of performance executed by individuals inside business processes. This stance allows reviewers to assess/sample performance in tune with the impact generated by different sections of business process. For instance, the expanse and variety of a modern industrial process could include the sourcing and processing of various grades of raw materials, the varied aspects of supply chain operation and performance, marketing activity that promotes the finished products, a surveillance of market landscapes as part of attempts to define the quantum of production, and other such activities. A competent feedback process could analyze these segments and target each section of activity in a bid to optimize the entire expanse of said industrial process. Flowcharts enable designers to construct such instances of feedback process in conformity with the principles that help establish the logic of feedback.
Technical feedback – that helps improve the mechanics/dimensions of process – could find representation inside translucent colored blocks positioned inside flowcharts. This technique enables readers to gain insight into the finer aspects of a modern feedback process. In contrast, feedback designed to improve the qualitative aspects of a workspace/work culture could find expression inside bodies of text appended to the master illustration. For instance, a consulting firm could deploy this technique to ensure greater resonance of feedback in the minds of employees/associates. This two-tiered feedback process captures the attention of readers, creates clear lines of delineation, and ensures greater levels of incorporation in the work processes of said firm. A flowchart could emerge as the ideal platform to capture (and convey) information packaged to ensure higher levels of professional performance. Such an illustration must take shape as a multi-part document that includes different formats of presenting information.
The fluid elements that operate inside flowcharts can assist designers to generate emphasis inside a feedback process. These elements include arrows, connectors, loops, broken forms of linearity, and other shapes and symbols. Pursuant to this technique, designers and providers of feedback could architect segments (dominated by text and graphics) that lend special meaning to aforesaid elements. The resulting editions of such illustration could present a congested view, one that could require effort to decipher context and meaning. This problem finds resolution when designers create individual segments of flowcharts inside separate illustrations – thereby creating a series of diagrams that compose the master blueprint. In addition, creators could fashion appropriate legends inside flowcharts as part of efforts to guide the reader’s attention. Such techniques could help the feedback process to gain momentum in terms of clarity and comprehension in the minds of readers.
A serial engagement with the ideas encased above may spur better understanding of the convergences between flowcharts/blueprints and the complexities of feedback process. Intelligent designers could choose to explore the many facets of such convergence bearing in mind the variety of outcomes that result from such enterprise. The flexible nature of information flows inside flowcharts could also encourage designers to re-define the methods of generating feedback and rendering outcomes in visual media. In addition, flowcharts could remain instrumental in processes that refine the modes of presenting sets of structured information.
Further to the above, the feedback process gains in substance when designers brainstorm and innovate in the interests of boosting reader comprehension. Such initiatives could spark greater interest in the minds of readers, advance the cause of modern design, and promote objectivity of observation – thereby leading to higher levels of interaction between illustrations, their content, and target populations. Outcomes could include an accelerated integration of information into processes, fewer instances of dissonance between the ideal process and actual execution, and smoother/faster resolution of problem areas. Further, digital editions of flowchart could invite readers to interact with feedback in real time, thereby creating an immediate impact in the quality of work performance.
