Survey Feedback: Discussing the Results of Surveys and Strengthening Change Processes (2003)
A short adaptation of Movement in Changing Organizations for the Handbook of Organization Instruments: Steering Tools for Managers. Besides providing a general description of the Change Monitor, it also offers several examples of the application in organizations.
Original Dutch reference: Bennebroek Gravenhorst, K.M. (2003). Survey-feedback. Uitkomsten van vragenlijsten bespreken en veranderingsprocessen versterken. In A.J. Cozijnsen, D. Keuning & W.J. Vrakking (Red.), Handboek organisatie instrumenten. Sturingsinstrumenten voor de manager (C1050, pp. 1-36). Deventer: Kluwer.
In medium-sized organizations, complex changes that will affect strategy, structure, culture, technology and people’s work are often difficult to bring about. Such changes are known as second-order changes and involve changing all aspects of an organization in relation to each other. This can lead to problems, especially when insufficient attention is given to the approach, the design and the progress of the change process. Management teams tend to use a design approach in which the top of the organization manages the change process in the direction of set objectives and in which there is little room for input from other interested parties.
What second-order change requires is precisely changing together, learning together and managing together. Survey feedback is an effective means of supporting such a process. Deciding to work with survey feedback means that an organization makes the strategic choice to make the connection between change, learning and management.