A handy booklet describing the background of the Change Monitor and containing numerous examples of how this intervention is used in actual practice. The booklet is recommended for organizations that are working with the Change Monitor, for example for the managers or for a monitor group. It can also be interesting for consultants and managers who want to work with surveys in other ways than is often the case in research on employee satisfaction.

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Original Dutch reference: Bennebroek Gravenhorst, K.M. (2002). Beweging in veranderende organisaties. Werken met vragenlijsten voor het versterken van veranderingsprocessen. Deventer: Kluwer.

This book is intended for management consultants and those involved in other roles in guiding survey feedback in organizations. The book offers a variety of practical tips for working with the intervention. In practice, the facilitation of effective feedback is what is most difficult. An issue that many consultants who work with surveys face is how to organize the feedback in such a way that people will actually make use of the results. This is an essential question, since the intervention assumes that results of a survey study will be used to strengthen a change process and to improve the way an organization functions. If that does not happen, the survey feedback will be at best a waste of the time, money and energy of all those involved. At worst, the intervention will work counterproductively, and the observed problems will increase.

The emphasis in this book lies on the practical experiences, insights, learning experiences and dilemmas that surfaced during my research on working with survey feedback. Drawing on six projects, I reflect on my own actions while guiding the intervention, on the choices that were made, and on the consequences of those choices. This approach is one of three ways of professionalizing consultancy skills (Van Haaren, 2000). With this book I hope to transfer the results of that reflection to other practitioners. Consultants who are considering using survey feedback as an intervention can make use of this in evaluating whether survey feedback is a suitable intervention in a certain situation. It can also help them recognize the pitfalls that I encountered when I was supervising a survey-feedback intervention. The focus in that regard lies on working with surveys and with feedback. The readers are assumed to be familiar with the methodological aspects of making surveys and with their scientific background.

Table of Contents and Introduction (in Dutch)
Article in Management Consultant Magazine (in Dutch)
Order on managementboek.nl (in Dutch)