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Feedback

Process where information about current status is used to influence future status

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Simple causal reasoning about a feedback system is difficult because the first system influences the second and second system influences the first, leading to a circular argument. This makes reasoning based upon cause and effect tricky, and it is necessary to analyze the system as a whole. As provided by Webster, feedback in business is the transmission of evaluative or corrective information about an action, event, or process to the original or controlling source.

— Karl Johan Åström and Richard M. Murray, Feedback Systems: An Introduction for Scientists and Engineers

History

Self-regulating mechanisms have existed since antiquity, and the idea of feedback started to enter economic theory in Britain by the 18th century, but it was not at that time recognized as a universal abstraction and so did not have a name.

The first ever known artificial feedback device was a float valve, for maintaining water at a constant level, invented in 270 BC in Alexandria, Egypt. This device illustrated the principle of feedback: a low water level opens the valve, the rising water then provides feedback into the system, closing the valve when the required level is reached. This then reoccurs in a circular fashion as the water level fluctuates.

Centrifugal governors were used to regulate the distance and pressure between millstones in windmills since the 17th century. In 1788, James Watt designed his first centrifugal governor following a suggestion from his business partner Matthew Boulton, for use in the steam engines of their production. Early steam engines employed a purely reciprocating motion, and were used for pumping water – an application that could tolerate variations in the working speed, but the use of steam engines for other applications called for more precise control of the speed.

In 1868, James Clerk Maxwell wrote a famous paper, "On governors", that is widely considered a classic in feedback control theory. This was a landmark paper on control theory and the mathematics of feedback.

The verb phrase to feed back, in the sense of returning to an earlier position in a mechanical process, was in use in the US by the 1860s, and in 1909, Nobel laureate Karl Ferdinand Braun used the term "feed-back" as a noun to refer to (undesired) coupling between components of an electronic circuit.

By the end of 1912, researchers using early electronic amplifiers (audions) had discovered that deliberately coupling part of the output signal back to the input circuit would boost the amplification (through regeneration), but would also cause the audion to howl or sing. This action of feeding back of the signal from output to input gave rise to the use of the term "feedback" as a distinct word by 1920. Increasing the feedback produced superregeneration.

The development of cybernetics from the 1940s onwards was centred around the study of circular causal feedback mechanisms.

Over the years there has been some dispute as to the best definition of feedback. According to cybernetician Ashby (1956), mathematicians and theorists interested in the principles of feedback mechanisms prefer the definition of "circularity of action", which keeps the theory simple and consistent. For those with more practical aims, feedback should be a deliberate effect via some more tangible connection.

[Practical experimenters] object to the mathematician's definition, pointing out that this would force them to say that feedback was present in the ordinary pendulum ... between its position and its momentum—a "feedback" that, from the practical point of view, is somewhat mystical. To this the mathematician retorts that if feedback is to be considered present only when there is an actual wire or nerve to represent it, then the theory becomes chaotic and riddled with irrelevancies.

Focusing on uses in management theory, Ramaprasad (1983) defines feedback generally as "...information about the gap between the actual level and the reference level of a system parameter" that is used to "alter the gap in some way". He emphasizes that the information by itself is not feedback unless translated into action.

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