Convincing Cases of Collaboration: Survey Feedback for Dealing with Obstacles in Organizational Change (2002)

This PhD dissertation describes the development of the Change Monitor. One of its more important insights is how the results of the survey can be used to contribute to the further progress of the changes. It also reports on the results of six in-depth case studies about the obstacles and success factors in organizational change.

Convincing Cases of Collaboration deals with the question of why change is so difficult and how that can be improved. By means of six in-depth case studies, it examines what the obstacles are in change processes. The structure, culture or technology of organizations rarely form obstacles the change. Instead, it is precisely the approach and the design of change processes that lead to problems. A difficult issue for many organizations is how people can work together during a change process. The case studies reveal how some organizations are better able to change together than others and what the effects of that are. Working together in change processes demands the efforts of all parties involved: it is precisely those efforts that will lead to a positive result. In each of the case studies, the organizations worked with survey feedback. A survey makes it possible to identify and describe the current state of affairs in an organization that is undergoing change. It is in the feedback phase, in which the results are communicated to all of the parties involved, that both the significance of those results and the opportunities for improvement are determined. Then it is up to the people themselves to undertake actions to realize the improvements. Over the course of the case studies presented, there is a development in the way of working with survey feedback. The result is a methodology that combines leading, learning and changing.

English summary
Dutch summary (in Dutch :-) 
Concluding chapter (in Dutch) 
Order at managementboek.nl (in Dutch)