Feeding Back Diagnostic Information

Possible Effects of FeedbackFeedback occurs

What is the direction of the feedback?

Is the energy createdby the feedback?

NoChange

Do structures andprocesses turn

energyinto action?

Change

Failure,frustration,no change

Anxiety,resistance,no change

Energy to usedata to identify

andsolve problems

Energyto deny orfight data

NO

YES

NO

YES

Determining the Content of Feedback

ORelevantOUnderstandable

ODescriptiveOVerifiableOTimely

OLimitedOSignificantOComparativeOUnfinalized

Relevant

OOrganization members are likely to use feedback data for problem solving when they find the information meaningful. Including managers and employees in the initial data collection activities can increase the relevance of the data.

UnderstandableOData must be presented to

organization members in a form that is readily interpreted. Statistical data, for instance, can be made understandable through the use of graphs and charts.

DescriptiveOFeedback data need to be

linked to real organizational behaviors if they are to arouse and direct energy. The use of examples and detailed illustrations can help employees gain a better feel for the data.

Verifiable

OFeedback data should be valid and accurate if they are to guide action. Thus, information should allow organization members to verify whether the findings really describe the organization.

TimelyOData should be fed back to

members as quickly as possible after being collected and analyzed. This will help ensure that the information is still valid and is linked to members’ motivations to examine it.

LimitedOBecause people can easily

become overloaded with too much information, feedback data should be limited to what employees can realistically process at one time.

Significant

OFeedback should be limited to those problems that organization members can do something about because it will energize them and help direct their efforts toward realistic changes.

ComparativeO Feedback data can be ambiguous

without some benchmark as a reference. Whenever possible, data from comparative groups should be provided to give organization members a better idea of how their group fits into a broader context.

UnfinalizedO Feedback is primarily a stimulus for

action and thus should spur further diagnosis and problem solving. Members should be encouraged, for instance, to use the data as a starting point for more in-depth discussion of organizational issues.

Effective Feedback Meetings

O People are motivated to work with the data

O The meeting is appropriately structured

O The right people are in attendanceO knowledgeO power and influenceO interest

O The meeting is facilitated

Survey Feedback Process

O Members involved in designing the survey

O The survey is administered to the organization

O The data is analyzed and summarizedO The data is presented to the

stakeholdersO The stakeholders work with the data

to solve problems or achieve vision

Limitations of Survey Feedback

O Ambiguity of PurposeO DistrustO Unacceptable TopicsO Organizational Disturbances

Ambiguity of PurposeO Managers and staff groups

responsible for the survey-feedback process may have difficulty reaching sufficient consensus about the purposes of the survey, its content, and how it will be fed back to participants. Such confusion can lead to considerable disagreement over the data collected and paralysis about doing anything with them.

DistrustO High levels of distrust in the

organization can render the survey feedback ineffective. Employees need to trust that their responses will remain anonymous and that management is serious about sharing the data and solving problems jointly.

Unacceptable TopicsO Most organizations have certain

topics that they do not want examined. This can severely constrain the scope of the survey process, particularly if the neglected topics are important to employees.

Organizational Disturbance

O The survey-feedback process can unduly disturb organizational functioning. Data collection and feed back typically infringe on employee work time. Moreover, administration of a survey can call attention to issues with which management is unwilling to deal, and can create unrealistic expectations about organizational improvement.