ABSTRACT
Feedback (REX) has long been the subject of research in the fi elds of risk management and knowledge management. It is defi ned as learning from the study of an event or phenomenon in order to fully understand the mechanisms leading to malfunction or innovation. Th e feedback process corresponds to a producer of individual and organizational learning from an event and is naturally a tool of risk management. According to many authors, feedback is a risk-related study of experience to ensure the reliability of a tool, a system, or an organization. It has the characteristic of not studying a part of a phenomenon according to intentions, hierarchical positions, and skills of actors. It often boils down to technical analysis, which is usually not a general look at systems behavior but more of a focus on the organizational environment. Feedback approaches in reliability are not suitable for a fertile and favorable expansion in industry organizations and in public institutions. Th e technical approach has not allowed a development of process feedback to a change in a learning organization (Senge, 2001).
