Injuries and lack of motivation are common reasons for discontinuation of running. Real-time feedback from wearables can reduce discontinuation by reducing injury risk and improving performance and motivation. There are however several limitations and challenges with current real-time feedback approaches. We discuss these limitations and challenges and provide a framework to optimise real-time feedback for reducing injury risk and improving performance and motivation. We first discuss the reasons why individuals run and propose that feedback targeted to these reasons can improve motivation and compliance. Secondly, we review the association of running technique and running workload with injuries and performance and we elaborate how real-time feedback on running technique and workload can be applied to reduce injury risk and improve performance and motivation. We also review different feedback modalities and motor learning feedback strategies and their application to real-time feedback. Briefly, the most effective feedback modality and frequency differ between variables and individuals, but a combination of modalities and mixture of real-time and delayed feedback is most effective. Moreover, feedback promoting perceived competence, autonomy and an external focus can improve motivation, learning and performance. Although the focus is on wearables, the challenges and practical applications are also relevant for laboratory-based gait retraining.
Although there is consensus in the current literature that feedback plays a fundamental role tostudent performance and learning, there is debate about what makes it effective. Particularly,some assessment instruments, like the National Student Survey in the United Kingdom, revealthat evaluation and feedback are systematically among the areas that students are less satisfiedwith. The aim of this article is to describe the indirect feedback technique, which was devised andused by the principle author in his previous tenure as a professor at the University of Cadiz inSpain and to reflect on how it can be applied to overcome some of the limitations presented in adifferent context of practice. It is argued that indirect feedback meets many of the principles ofgood practice (facilitation of self-assessment skills, delivery of quality information about thestudents’ learning, encouragement of dialogue, and improvement of teaching) identified by Nicoland McFarlane-Dick (2006).
The pervasiveness of wearable technology has opened the market for products that analyse running biomechanics and provide feedback to the user. To improve running technique feedback should target specific running biomechanical key points and promote an external focus. Aim for this study was to define and empirically test tailored feedback requirements for optimal motor learning in four consumer available running wearables. First, based on desk research and observations of coaches, a screening protocol was developed. Second, four wearables were tested according to the protocol. Third, results were reviewed, and four experts identified future requirements. Testing and reviewing the selected wearables with the protocol revealed that only two less relevant running biomechanical key points were measured. Provided feedback promotes an external focus of the user. Tailoring was absent in all wearables. These findings indicate that consumer available running wearables have a potential for optimal motor learning but need improvements as well.
In het interdisciplinaire CIRC-PEB project wordt het Product Architecture Mapping (PAM) instrument − een Lean methode die een systematische ontwikkeling van de productarchitectuur ondersteunt − in nauwe samenwerking met drie MKB (maak)bedrijven en één grootbedrijf verder ontwikkeld en toegepast in de richting van duurzaamheid en circulariteit. Hierbij is ook aandacht voor nieuwe product-dienst combinaties. Tevens richt CIRC-PEB zich op een sterkere koppeling van PAM, wat zich vooral richt op de ‘waarde-propositie’ van een bedrijf, met de andere bedrijfsmodel componenten: ‘waarde creatie’, ‘waarde netwerk’, en ‘waarde toe-eigening’ of verdienmodel. Deze koppeling is van belang omdat PAM keuzes direct invloed hebben op de mogelijkheden en onmogelijkheden voor andere bedrijfsmodel componenten. Het resultaat is een meer holistisch en toekomstbestending analyse-instrument voor circulaire bedrijfsmodellen wat past bij het toenemende belang van duurzaamheid in de maakindustrie. Na een eerste toepassing van het vernieuwde instrument in de consortiumbedrijven worden inzichten verder verspreid onder andere MKB maakbedrijven en studenten.
Er bestaat nog geen geschikte methode waarmee sportondernemingen hun activiteiten kunnen evalueren en zo hun maatschappelijke relevantie kunnen aantonen. Dit is essentieel om inzicht te krijgen in de werkzame bestandsdelen, maar ook in het vormgeven van hun relatie met stakeholders als financiers en overheden. Het doel van dit project is dan ook om samen met die stakeholders een handreiking te ontwikkelen waarmee sportondernemingen zelf, of met ondersteuning van onderzoekers, aan de slag kunnen gaan met het bepalen van de waarde en impact van hun activiteiten. We gaan geen one-size-fits-all oplossing vinden, maar kunnen sportondernemingen als ook andere sportorganisaties en gemeenten wel op weg helpen. Om daar te komen richten we een consortium op met sociale ondernemingen More2Win en FC Social Work, alsook Kenniscentrum Sport en Bewegen, gemeente Nijmegen en nog aantal praktijkinterventies. Samen willen we komen tot een algemene aanpak en geschikte indicatoren formuleren die kunnen helpen om de output en outcome op verschillende sociaal-maatschappelijke thema’s te meten. Deze zullen in de praktijk worden getest om erachter te komen wat wel en niet goed werkt. De uiteindelijke handreiking wordt gepresenteerd in een interactieve, online gids waarin men kan doorklikken naar de onderwerpen, thema’s en evaluatiefases die voor sportprojecten op dat moment relevant zijn voor het maken en meten van maatschappelijke impact.
Performance feedback is an important mechanism of adaptation in learning theories, as it provides one of the motivations for organizations to learn (Pettit, Crossan, and Vera 2017). Embedded in the behavioral theory of the firm, organizational learning from performance feedback predicts the probability for organizations to change with an emphasis on organizational aspirations, which serve as a threshold against which absolute performance is evaluated (Cyert and March 1963; Greve 2003). It postulates that performance becomes a ‘problem’, or the trigger to search for alternative procedures, strategies, products and behaviors, when performance is below that threshold. This search is known as problemistic search. Missing from this body of research, is empirically grounded understanding if the characteristics of performance feedback over time matter for the triggering function of the feedback. I explore this gap. This investigation adds temporality as a dimension of the performance feedback concept guided by a worldview of ongoing change and flux where conditions and choices are not given, but made relevant by actors and enacted upon (Tsoukas and Chia 2002). The general aim of the study is to complement the current knowledge of performance feedback as a trigger for problemistic search with an explicit process temporal approach. The main question guiding this project is how temporal patterns of performance feedback influence organizational change, which I answer in four chapters, each zooming into one sub-question.First, I focus on the temporal order of performance feedback by examining performance feedback and change sequences organizations go through. In this section time is under study and the goal is to explore how feedback patterns have evolved over time, just as the change states organizations pass through. Second, I focus on the plurality of performance feedback by investigating performance feedback from multiple aspiration levels (i.e. multiple qualitatively different metrics and multiple reference points) and how over time clusters of performance feedback sequences have evolved. Next, I look into the rate and scope of change relative to performance feedback sequences and add an element of signal strength to the feedback. In the last chapter, time is a predictor (in the sequences), and, it is under study (in the timing of responses). I focus on the timing of organizational responses in relation to performance feedback sequences of multiple metrics and reference points.In sum, all chapters are guided by the timing problem of performance feedback, meaning that performance feedback does not come ‘available’ at a single point in time. Similarly to stones with unequal weight dropped in the river, performance feedback with different strength comes available at multiple points in time and it is plausible that sometimes it is considered by decision-makers as problematic and sometimes it is not, because of the sequence it is part of. Overall, the investigation is grounded in the general principles of organizational learning from performance feedback, and the concept of time as duration, sequences and timing, with a focus on specification of when things happen. The context of the study is universities of applied sciences and hotels in The Netherlands. Project partner: Tilburg University, School of Social and Behavioral Sciences, Department of Organization Studies
