In considering staff experiences of choosing and using feedback technology, one of the emerging themes has been the differing views on feedback technologies and efficiencies. While the jury is still out on the data and the process is incomplete, my observations are that efficiency can be conceived in different ways in the negotiation of technology. For some efficiency is a primary driver in the decision making process. The search for technology and the refinement of its use is motivated and shaped by the quest for efficiencies. For others efficiencies are a welcome benefit of technology – they are almost an unexpected gift – welcome, but not necessary. Efficiencies also appear to be conceived relatively; rarely are efficiencies discussed without a reference to the relative enhancement gains that can be made through a technology. Wherever there is a time saving there is a tendency to ‘re-spend’ the saved time making still more enhancements to the feedback – adding detail and depth for example. In this way efficiencies become difficult to identify as they are theoretically achievable but in reality they are trumped by the possibility for improvement. Efficiency also seems to be a veto concept for some; it is not a particular concern in the run of practice but is triggered only when a particular technology is likely to encroach other activities or provide an intolerable stress.