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TL;DR

Overview

• $3,000+ perks. The value of the content library (courses, prompts, video lessons) in the paid version of this newsletter is now $3,000+.
  
• Price increase. The monthly subscription is increasing by 50% on Monday, December 9, to reflect this value.
  
• Your subscription directly improves the newsletter. The annual revenue of this newsletter is $70,000. This revenue is what makes it possible for me to spend most of my time on it. I’m deeply grateful to all paying subscribers who make this possible. At the same time, the revenue is not enough for me to go all out and build a team. By subscribing, you make it possible for me to increase the quality of the newsletter so you can stay at the frontier of AI.

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Click on the button below to upgrade, lock in the current price, and save $60/year (monthly plan) or $80/year (annual plan)…

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• You can access all of the premium perks on this bonuses page.
  
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The Future Of This Newsletter And Why I’m Increasing The Price

I started this newsletter in July 2023.

But in many ways, it really started in 2015.

When I launched this newsletter, I moved over my entire body of work since 2015 behind the paywall. This includes:

• Library of 60+ blockbuster articles on the #1 skill in the world (see below)
• Library of 100+ video lessons from many of history’s greatest researchers, achievers, creators, and thinkers (see below)
• Two of the top mental model manuals (see below)
• 10+ paid podcast episodes on timeless models of thought leadership (see below)

While most newsletters feature content with a short shelf-life, my entire library features the most valuable timeless meta-skills and mental models (learning how to learn, productivity, decision-making, futurism, and problem-solving).

In 2024, I made a big shift and found a way to multiply the newsletter’s value.

First, I decided to go full-time in three unique AI niches.

90% of AI newsletters focus on providing news (new tools, tech breakthroughs, industry news, etc.).

Very few provide deep and practical analysis. Of the ones that do, none focus on the three areas below that I specialize in…

• Prompt Psychology rather than just prompt engineering. As AI evolves, interacting with it better often means treating it more like a human and less like a machine.
  
• Intelligence augmentation rather than just automation. AI provides an opportunity to completely reimagine human potential rather than replace it. I’ve been obsessed with human potential my whole life and I’ve gone deeper on how to explode it with meta-skills and mental models than anyone else.
  
• AI mental models rather than just AI news. The first step to making the most of AI and protecting against its risks is actually understanding it. One of the best ways to build a foundational knowledge of AI is to understand the 100 top mental models related to it.

Second, I created two new paid subscriber perks.

These perks are:

• Courses
• Premium prompts

Courses

So far, I’ve offered three courses on unique facets of AI, which are all included in the subscription:

• AI100: The Top 100 AI Mental Models (see below)
• Augmented Intelligence (see below)
• Frontier Prompting (see below)

I currently have plans to offer the following mini-courses in 2025:

• AI-First Thought Leadership
• AI-First Entrepreneurship
• AI-First Knowledge Work
• Augmented Awakening

Prompts

In 2024, I also started sharing many of my premium prompts.

Each prompt took me at least 5 hours (often much longer) to create and test. Each prompt is related to a meta-skill such as meta-learning, problem-solving, decision-making, futurism, and more.

You can see the specific prompts I share below.

The total value of everything you get as a paid subscriber is $3,000+

To summarize what you get…

First, you can access a library of timeless, high-value courses, podcasts, articles, video lessons, and more.

• Two mental model mastery manuals. Each manual is roughly 10,000 words and took me dozens of hours to research and write. ($40)
• Three AI courses (so far). The courses are on frontier prompting, augmented intelligence, and AI mental models ($700)
• Database of 20+ premium AI prompts that will make you smarter ($1,000)
• Tutorials and resources, on how to do augmented reading, become a better thought leader, create and grow a paid newsletter, and much more ($500)
• Paid podcast, where I interview top entrepreneurs and experts, with 13 episodes so far (invaluable)
• Discounts on my other programs ($250+)
• 100+ curated video lessons from top thought leaders in the world: Malcolm Gladwell, James Clear, Victor Frankl, Yuval Noah Harari, and others ($200)
• Database of all my blockbuster articles on creativity, learning, thought leadership, mental models, successful aging, productivity, and having a more fulfilling life overall from the last 10 years. Each article took me 60+ hours to research and write ($500+)

Second, you get access to everything I will create in 2025:

• Weekly in-depth article ($100)
• 4+ AI courses ($400)
• 10+ premium prompts ($1,000)

But, value is measured by more than what something costs or includes. It’s measured by the value it creates in your life…

The real value of this newsletter

I’ve said it once, and I’ll say it over and over:

• AI is no longer sci-fi.
• AI is no longer just a helpful assistant.
• AI is the most important technology ever created.
• AI is growing faster than any technology ever created.
• AI can 10x you today.
• AI will give you the biggest opportunities in your career if you’re proactive.
• AI will be your biggest threat if you’re reactive.

To capture the value of using AI, you need to do much more than casually prompt it. You need to reinvent yourself on multiple levels over and over:

• Prompts
• Mindsets
• Tools
• Paradigms
• Mental Models
• Workflows
• Business Models
• Organizational Structure
• Value Creation
• Etc.

This takes an incredible amount of time—time that most people don’t have.

The value of this newsletter is that I take you right to the frontier of AI, to areas that 99.9% of other AI newsletters overlook. I help high-level thought leaders, entrepreneurs, and knowledge workers create immediate practical value in their career and business, life, and self, while also exploring AI deeply on a fundamental level.

Cumulatively, the value of everything that members receive is worth more than $3,000 and is life-changing.

For just a few more days, you can access it all for just $10/month or $100/year…

The Price Of This Newsletter Is Increasing On Monday, December 9, 2025

To reflect the value that I’m offering in this newsletter and to support people who see the value in what I’m offering, I’m increasing the monthly price of this newsletter to $15/month rather than $10/month. The annual price will remain the same.

Subscribed

FULL & DETAILED PERK LIST

1. Library of 60+ research-backed blockbuster articles on the #1 skill in the world

In 2015, I identified that in a rapidly changing world, the #1 long-term skill to learn is how to learn faster and better.

Over the next 8 years, I wrote 60+ articles and I spent 60+ hours researching each. I pulled from the following three areas in my research process:

• Top business learners in the world (Ray Dalio, Warren Buffett, Charlie Munger, Bill Gates, Elon Musk, Thomas Edison, Mark Zuckerberg, Frederick Taylor, Jeff Bezos, Steve Jobs)
• Top science learners in the world (Richard Feynman, Einstein, Leonardo da Vinci, and others)
• Hundreds of academic studies across 10+ disciplines (psychology, adult development, network science, neuroscience, economics, leadership, learning sciences, AI).

Focusing on meta-learning was one of the best long-term decisions I’ve ever made, and it still pays me back every single day.

2. Library of 100+ video lessons from many of history’s greatest researchers, achievers, creators, and thinkers

In 2023, I curated a short video nearly every single day. Then I distilled it into a timeless lesson. Each video took me three hours to find, clip, and summarize. These videos come from the world’s top practical academics, learners, creatives, scientists, thought leaders, and entrepreneurs.

What makes these videos so valuable is that they contain the highest-value, timeless, most universal nuggets of wisdom from the smartest thinkers, achievers, and researchers over the past 70 years on the topics of productivity, AI, motivation, learning, psychology, and personal growth.

Beyond the luminaries mentioned above, the individuals and topics featured include:

Thought Leaders On Thought Leadership

• Malcolm Gladwell
• Neil DeGrasse Tyson
• Yuval Noah Harari
• Michael Lewis
• Tim Ferriss
• Michael Gelb
• James Clear
• Elizabeth Gilbert
• Simon Sinek
• Daniel Pink
• Ryan Holiday
• Jim Collins
• Robert Green

Deep Thinkers

• David Deutsch
• Neil Postman
• Marshall McLuhan
• John Vervaeke
• Stephen Wolfram
• Jordan Peterson
• Bertrand Russell
• Daniel Schmachtenberger
• Taichi Ohno

AI

• Andrej Karpathy
• Sam Altman
• Mustafa Suleyman
• Tobi Lutke
• Demis Hassabis
• Shane Legg
• Geoffrey Hinton
• Dario Amodei
• Elon Musk
• Chris Olah
• Ray Kurzweil

Wisdom Sages

• Parker Palmer
• Gregory Bateson
• Joan & Erik Erikson
• Mr. Rogers

Researchers On Learning

• Ian Leslie
• Mattias Gruber
• Marty Lobdell
• Mortimer Adler
• John Dewey

Other Researchers

• Clayton Christensen (disruptive innovation)
• Brene Brown (vulnerability)
• Dan Gilbert (happiness)

Researchers On Motivation

• Andrew Huberman
• Teresa Amabile
• Isaac Asimov
• Gabriele Oettingen
• BF Skinner
• Kay Jamison
• Elissa Epel
• Edward Deci

Researchers On Adult Development

• Robert Kegan
• Suzanne Cook-Greuter
• Bill Tobert
• Michael Commons And Sara Norris

Psychologists

• Virginia Satir (one of the inspirations for NLP)
• Mihaly Csikszentmihalyi (flow)
• Viktor Frankl (well-being)
• Carl Rogers (thriving)
• Rollo May (anxiety)
• Fritz Perls (well-being)
• Gabor Maté (trauma)

High Achievers

• Novak Djokovic
• Michae Jordan
• Oprah Winfrey
• Tony Robbins
• Mr Beast
• Andre Agassi
• Gene Dykes
• David Blaine
• Mike Tyson
• Bruce Lee
• Paul Orfalea (Kinko’s)
• Kobe Bryant
• Sheryl Sandberg
• Alexi Pappas (Olympic athlete)
• Dick Fosbury

Creatives

• Johnny Cash
• Alan Moore
• Akira Kurosawa
• Rick Rubin
• Danielle Steel
• Barbara Cartland
• Steven Pressfield
• Quentin Tarantino
• Ken Burns
• Tyler The Creator
• John Mayer
• Dan Brown
• Kurt Vonnegut
• Roald Dahl
• Ethan Hawke
• Jerry Seinfeld
• Dave Chappelle
• Alfred Hitchcock
• Salvador Dali
• Lee Child
• Stephen King
• Ray Bradbury
• Laura Hillenbrand
• Sidney Sheldon

3. Two of the top mental model manuals

In 2018, I founded the Mental Model Club. Since then, we’ve created 50+ 10,000-word mastery manuals that help you deeply understand and apply the world’s top mental models. Each mastery manual is the result of dozens of hours of research and curation.

Members of this newsletter get two of the top manuals for free…

The 80/20 Mastery Manual

The most useful and universal (and the most famous) mental model is The 80/20 Rule, or the Pareto Principle.

This mental model says that most of your results are going to come from just a small percentage of your effort or work.

But there’s a lot more to it than simply “20% of efforts yield 80% of results”...

The 80/20 Mastery Manual is the product of 200+ hours over many months, an impressive number of books on the 80/20 rule, and valuable input from 10+ mental model and 80/20 rule experts. Based on this, I believe it is the most condensed and in-depth explanation of the 80/20 rule that has ever been created, with many examples and practical tools to apply this universal principle to all areas of your life.

The Stepping Stone Mastery Manual

The Stepping Stone mastery manual and masterclass help you take the next step as a curiosity-based writer. It’s based on the work of two of the top AI researchers in the world who demonstrated that the biggest creative breakthroughs don’t actually come from a goal-setting algorithm. They come from a novelty algorithm.

4. 15+ paid podcast episodes

I pride myself on having built a network of top entrepreneurs and experts and I’ve trained myself to extract their most impactful mental models—so that you can essentially model how they think!

• Rare Conversation With My 30-Year Friend Cal Newport
• Creating a Constructive Feedback Loop with Jono Hey, Chief Product Officer at Zen Educate
• The Power of Asking Questions with Spencer Greenberg
• Turning Your Goals Into Habits with Adam Gilbert, the Founder of MyBodyTutor
• Pushing the Bounds of Curiosity, Language, and the Creative Process with Jessica Hagy
• Creating a Sustainable Feedback Loop with Niklas Goeke
• Focusing on Strategy, Mindset, and the Best Ways to Scale Your Business with Russ Ruffino
• How to Craft Your Story and Make it Stand Out with Charlie Hoehn
• Growing Your Business and Building Relationships Through Podcasting with Dr. Jeremy Weisz
• Turning Your Ideas into a Profitable Product with Jack Butcher
• Optimizing Your Marketing Strategy to Create Happy Customers with André Chaperon and Shawn Twing
• Sharing Stories Through Active Learning, Collaboration, and Publication with Dr. Benjamin Hardy
• How To Write Like Top 4X Pro Author Nicolas Cole

5. Library of mini-courses

The following courses are currently offered on demand:

• AI100: The Top 100 AI Mental Models
• Augmented Intelligence
• Frontier Prompting

I currently have plans to offer the following mini-courses in 2025:

• AI-First Thought Leadership
• AI-First Entrepreneurship
• AI-First Knowledge Work
• Augmented Awakening

6. AI premium prompts and bots

In this newsletter, you will find probably the largest database of Augmented AI prompts and bots on the web. These are super high-quality prompts based on a deep understanding of mental models and the thinking habits of the world’s top performers.

• The 10-Minute Possibility Expander Prompt helps you break free from mental constraints and see 10x more possibilities in any situation.
• The prompt for turning class transcript into a post.
• The Galaxy Brain Prompt unlocks AI’s collective intelligence and will set you apart as a learner, thinker, and thought leader.
• Systems Theory Bot, pre-loaded with the best resources on systems theory, that you can chat with and ask questions.
• Fractal Reader Bot helps you supercharge your fractal reading.
• Interview Finder Prompt helps you find more relevant meta-resources based on a book title.
• Become An Experimental Innovator GPT Bot clips, curates, searches, summarizes, and synthesizes economist David Galenson's books, chapters, and academic studies related to the two lifecycles of creativity and allows you to go a step further and be coached to apply the ideas to your life.
• Prompt to create your own FeynmanGPT, bot that explains any concept in a book like one of the best explainers in history.
• Paradigm Shift GPT bot helps you go deeper on paradigm shifts.
• Megatrend Tracker Bot allows you to identify and understand the largest, exponential social and tech trends for the future of humanity.
• Polarity Finder bot, a companion AI bot that helps you develop integrative complexity.
• AI Mental Model Explainer, a chatbot I created to explain each of the mental models, suggest models for your particular situation or contextualize the news.
• Breakthrough Knowledge bot, a chatbot that recommends life-changing books.

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About Book

The Fifth Discipline is Peter Senge’s guide to creating an evolving organization: an organization that encourages its members to constantly learn and develop their skills, and in turn to use those skills to improve the organization. Senge’s method for doing this is to practice five different disciplines, culminating in the most important discipline of all: systems thinking. For Senge—a systems scientist—systems thinking is the key to understanding how an organization works and how it fits into the much larger system of the world.

This guide will outline Senge’s five disciplines for creating an evolving organization. In our commentary, we’ll explain the science behind Senge’s key ideas, as well as draw connections to other influential business guides such as Skin in the Game, Principles: Life and Work, and [[Book - Leading Change]].

1-Page Summary

[[Collection/Books/Book - The Fifth Discipline|Book - The Fifth Discipline]] is Peter Senge’s guide to creating what he calls a learning organization, and what we’ll refer to as an evolving organization: an organization that encourages its members to constantly learn and develop their skills, and in turn to use those skills to improve the organization. Such organizations are flexible—able to change and evolve with the times as their members do—and more enjoyable to work for than a traditional organization with a rigid, top-down power structure and strict rules. In short, an evolving organization is better for everyone: It’s both more successful and more fulfilling than a traditional organization.

To create such an evolving organization, or convert an existing organization into one, Senge provides five key practices (what he calls disciplines) to start working into your daily life and company culture.

Senge is a systems scientist: someone who studies how various elements come together to form systems, and how those systems work and interact with each other. He holds an M.S. in social systems modeling and a Ph.D. in management, both from the Massachusetts Institute of Technology (MIT). The Fifth Discipline was his first book—originally published in 1990—and it remains his most famous work.

In The Fifth Discipline, Senge discusses each of his five practices individually and concludes with the most important one: big-picture thinking, the titular Fifth Discipline. In this guide, we put that final practice first to help you understand what we’re working toward, then discuss the other four practices and how they each tie into that end goal.

Senge also puts numerous “rules” of big-picture thinking into a single chapter. We’ve broken up that chapter and put the rules in thematically appropriate places throughout the guide to more clearly connect principles with practices.

Our commentary will explain the science behind Senge’s key ideas, as well as draw connections to other influential business guides such as Skin in the Game, Principles: Life and Work, and Leading Change.

Discipline 5: Big-Picture Thinking

Most people are taught to break problems apart when trying to solve them. This is because supposedly, it’s easier to learn about one thing at a time and then put the pieces together to see how the whole system works. However, Senge argues that life isn’t made of separate elements; rather, the world is made of countless different elements that come together to form systems. By trying to separate those elements from each other, you misrepresent how the world works and thus make it impossible to really understand what you’re observing.

This is one of Senge’s rules of big-picture thinking: Breaking up a system does not produce smaller versions of that system. For example, imagine trying to learn about cars by studying an engine—you might learn more about that one piece of the system, but you can’t extrapolate the rest of the car from it.

(Shortform note: Senge implies that studying the individual parts of systems isn’t worthwhile since they won’t give you a clear picture of the system as a whole. In The Beginning of Infinity, David Deutsch argues differently: Deutsch believes that all knowledge is important and that studying individual parts of a system is just as likely to lead to a major discovery or breakthrough as studying the system as a whole. For Deutsch, a theoretical physicist, this might mean that studying how subatomic particles behave is just as important to understanding the universe as learning how and why the planets move.)

Senge says that businesses often suffer from a lack of big-picture thinking. Instead of operating as one big system—understanding that every part of the business will influence every other part—many companies try to operate as many individual units, with each person or group only paying attention to their own tasks. As a result, the different parts of the organization may interfere with each other without realizing it.

For example, an innovation allowing the company to ship more goods to a warehouse might seem beneficial, but it will put added strain on the warehouse employees and might lead to them quitting. Unless the company also ensures that the warehouse is prepared for the added workload, this apparently profitable innovation will hurt the company in the long run.

(Shortform note: Senge’s concept of seeing a company as a single, cohesive system is really about synergy: making sure all the different parts work well together to produce the best possible results. In The 7 Habits of Highly Effective People, management expert Stephen Covey writes that you can find synergy by looking for mutually beneficial solutions to problems—discuss the situation and look for answers that help everyone involved, rather than helping one party at the other’s expense.)

Think in Loops, Not Lines

Senge says that people naturally look for linear, cause-and-effect relationships because they’re clear and easy to understand. However, big-picture thinking relies on feedback loops. This means when you take an action, that action creates some effect; that effect eventually circles back around and influences the cause (you), often in an unexpected way.

Understanding and incorporating feedback is a crucial part of running an organization. Studying feedback is how you see the effects of your actions on the entire system, rather than just the part of it your decision directly altered.

One example of a feedback loop is an investment bubble: Investors overvalue a company or industry and invest heavily in it, which drives up its value. That causes others to overvalue it even more and invest even more, creating a loop of accelerating investment. However, this loop doesn’t last forever: Eventually, market forces catch up with the investment, the bubble bursts and the value plummets, and those investors unexpectedly lose a great deal of money.

Big-picture thinking could prevent you from being one of those unlucky investors—an accurate view of the market as a whole, rather than a narrow view of a single skyrocketing investment, could help you avoid bad investments or cash out before the bubble bursts.

[!EXAMPLE] What Does “Feedback” Mean Here?

Recall that Peter Senge is a systems scientist, and therefore a lot of the vocabulary in The Fifth Discipline comes from systems science rather than from business or marketing. In this case, he’s discussing feedback systems, which are systems that monitor their own outputs and make changes to produce the desired result. As an example, the human body has numerous feedback systems regulating it, such as producing sweat if it detects that your body temperature is too high.

At its most basic, a feedback system needs a sensor to detect output, a control center to make necessary adjustments, and an effector pathway so that the control center’s decisions can be put into practice. In an organization such as a business, various metrics serve as the sensors, and the decision-makers serve as the control center, making adjustments to the organization based on those metrics.

The Results of Your Actions Take Time to Reveal Themselves

This brings us to another of Senge’s rules: What’s happening today is the result of what you did yesterday. He means that, quite often, you’ll have to wait to see the results of what you do. “Yesterday” isn’t literal—sometimes it takes weeks or months for the feedback to loop back around to you.

Be aware of that delay because otherwise, you might overreact: You take an action but don’t get the expected feedback right away, so you assume that whatever you did isn’t working. As a result, you either double down on your strategy or change your approach entirely. Then, by the time the feedback from the first action reaches you, you’ve already done something else, so you mistake it for the feedback from your second action. The cycle continues, and it usually results in you wildly swinging from one strategy to another.

In short, Senge urges you to be patient, be cautious, and not overreact to delays. Make sure you’ve got a sense of the big picture—including how long it might take for feedback to reach you—before responding to feedback or the lack of it.

(Shortform note: This delay in getting feedback may actually be beneficial. For example, a study in which participants were asked to answer various trivia questions found that a small delay between answering and being told the correct answers improved participants’ focus and memory. In other words, because you have to wait and pay attention to get the feedback from your actions, you’re more likely to remember and incorporate that feedback into future decisions.)

It’s also important to realize that there are countless other systems at work in and around your organization. In fact, Senge says that we could view the whole world as a system made up of countless smaller systems, Therefore, a change you make to one part of your organization could have effects that stretch beyond the organization itself, and those effects could loop back around to your organization in ways that you didn’t foresee.

For example, when Ford started mass-producing cars, company executives probably didn’t realize that they’d be contributing heavily to global warming. However, as climate change became more of a concern, Ford (and other car manufacturers) were pressured to come up with more environmentally friendly vehicles and production methods.

[!EXAMPLE] Taleb’s Perspective on Our Complex World

Risk analyst Nassim Nicholas Taleb agrees with Senge’s interpretation of the world as a single immensely complex system. However, while Senge says that we need to constantly learn more about the world so that we can act more effectively within it, Taleb believes that the world is too complex to ever really understand—the only way we can learn is through trial and error (what Senge would call feedback).

Furthermore, Taleb believes that this is a good thing; having to learn through trial and error means that we have to experience personal risk. Having something to lose—having Skin In the Game, as Taleb puts it—forces us to act carefully, thoughtfully, and ethically. In contrast, someone with no skin in the game would have no reason to care if the entire system collapsed.

The Two Kinds of Feedback

There are two types of feedback. The first type is called positive feedback—or, as Senge calls it, reinforcing feedback. This type of feedback naturally builds and intensifies, with each effect becoming the cause of the next event.

Positive feedback can either be good or bad for your company. You can be caught in a virtuous cycle where the feedback loop’s momentum pushes you toward your goals—however, you could also get caught in a vicious cycle, where the momentum works against you.

(Shortform note: The idea of the virtuous cycle is commonly credited to Amazon founder Jeff Bezos. He built one of the world’s largest companies based on this concept—an online marketplace where third-party vendors could sell their products, thereby bringing in customers, which in turn attracts more and better vendors, and so on. Crucially, Bezos also realized that bolstering any part of a positive feedback loop would naturally cause the entire system to grow more quickly. For example, offering incentives for sellers to come to Amazon, or offering special deals to attract new customers, would help the entire site to grow more quickly. This is true of any positive feedback loop: Because the system naturally feeds into itself, accelerating any of it will accelerate all of it.)

The other type of feedback is negative feedback, which Senge calls balancing feedback_._ Whereas positive feedback builds upon itself, this type of feedback moves toward a balance point where the cause-effect-cause cycle naturally stops. If that balance point is something beneficial for you or your company, this cycle is helpful and you should let it continue.

For example, some companies provide unlimited vacation days; this means that employees can take time off whenever they need to rest and come back to work when they’re ready. Ideally, this creates a balance point where each employee takes exactly enough vacation days to always work at his or her best. This negative feedback loop is beneficial to employers because the improved productivity at work more than makes up for the extra time off.

However, if the balance point is something undesirable, then you must take action to disrupt the feedback loop. Simply doubling down on your current strategy won’t work: Senge explains that however hard you push, the system will push back harder. In other words, you can’t force a system to do something it’s not designed to do—instead, you have to change how the system itself works.

For example, say you run a business and sales (the output) are lower than you’d like. Pouring more money (input) into an advertising campaign might bring in more customers for a short time, but unless your company is able to retain those customers, you’ll soon return to the same level of business you had before the extra advertising (your balance point). Breaking out of this negative feedback loop requires updating your entire company—your system—to both attract and retain new customers, rather than simply increasing the input of money.

[!EXAMPLE] Positive and Negative Feedback Loops in Business

Be aware that Senge discusses feedback loops as a systems scientist, meaning that he defines them differently from much of the business world.

Generally, in business, a positive feedback loop means taking feedback from employees and using it to improve company processes or working conditions. Note that this could be considered a positive feedback loop from a systems science standpoint as well because it leads to ever-improving conditions at the company. In other words, the “output” of employee satisfaction keeps increasing after each “input” of employee feedback. However, the business definition is really just one example of a positive feedback loop.

A negative feedback loop means taking critical feedback from customers and using it to improve customer satisfaction. Again, this definition can also fit into the traditional systems science definition because this type of feedback loop aims to reduce the “output” of customer complaints by using the “input” of customer feedback. Ideally, the balance point for such a negative feedback loop is zero—in other words, the business reaches a point where there are no further complaints coming in.