Publications

The newsletter comes out once or twice a year with information about recent developments in working with the Change Monitor, experiences from the (international) practice, and relevant publications. You can use to form to subscribe to the newsletter. Earlier editions of the newsletter can be found in the archive.

An accessible and general introduction to the Change Monitor can be found in the book chapter below. If you can read Dutch, please also check this book. The fifteen other publications about the Change Monitor are listed in the English and Dutch overview. You can download these publications by clicking on 'Read more...'

interveningBennebroek Gravenhorst, K.M. (2007). Shaping a learning process and realizing change. Reflection, interaction and cooperation through survey feedback. In. J.J. Boonstra & L. de Caluwé. Intervening and changing. Looking for meaning in interactions (pp. 261-276). Chichester: Wiley.

Survey research in organizations is popular. It is cheap and delivers a lot of relevant information, for instance about how an organization is functioning or employee satisfaction. Outcomes are easily quantified and compared. They give a picture of the state of affairs, of differences between departments and organizations and of developments with respect to a previous measurement.

But what do you do once the situation in an organization has been measured? It is disappointing to see how much time and energy is put into survey research and how little happens with the results. It seems to be troublesome to employ measurement information usefully, and survey research contributes only marginally to the actual improvement of problems.

This can be different. A special way of working with questionnaires is survey feedback. The aim of this chapter is to show what survey feedback means and how the intervention can contribute to organizational change. Survey feedback is a usable alternative to survey research. A clear added value is that the intervention gets a learning process going in which people reflect on the existing situation in the organization and develop solutions for problems together. That leads to a support base for improvement. Professional supervision by a consultant is one of the conditions of effective use of the intervention.

Table of Contents
Introduction
Chapter
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