Concepts, definitions and information feedback practices are discussed and illustrated from both a "traditional" Industrial/Organizational perspective and an Organizational Behavior Management perspective. A strategy for organizing feedback is proposed which incorporates both dimensions of feedback and the behavioral functions by which feedback operates.

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Previous researchers have suggested that noise level reduction is correlated with generalized improvements in untreated social behaviors. While these findings are encouraging it is not dear that this effect can be assumed to occur in a variety of settings with varying social behaviors. In addition, the results of previous studies were obtained by utilizing interval time sampling measurement procedures as opposed to continuous recording. In this study, electro-mechanical equipment was wired to a stereo in the recreation room of a juvenile shelter care facility. The equipment continuously measured the frequency and durations of disruptions above 85dB during experimental phases. In addition, several corollary social behaviors were continuously measured by trained observers. A contingency of reinforcement was placed on a social behavior in the latter phases of the experiment. A repeated time series design (reversal) demonstrated experimental control of disruptions above 85dB. However, no change was found in the level of social responding until a direct contingency of reinforcement was applied. Corollary social behaviors did not show a generalized effect of the contingencies placed upon disruptions above 85dB. The contradictory findings of previous research may be the result of measurement procedures and not differences in responding.

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