An Action Research method that engages both data collection and group reflection. A survey is developed and conducted, followed by a group process in which the data is presented back to the group or sub-group for interpretation.

Inclusion of those who will be impacted is important because 1) it is just; 2)it increases ownership & commitment, and therefore effectiveness of planned change; and 3) diagnosis, discovery and learning are richer.

Survey feedback is built on processes that allow for debate and dialogue in order to create a shared vision, mental models can be discovered and challenged, and team learning can occur.

Degree of collaboration will depend on organizational readiness, time available, and willingness & ability of members to participate.

What is learned in early phases is used to develop follow up processes to broaden an deepen our understanding of the system. Survey-feedback, as an action research method, assumes we refine our questions and methods as we go along. We may even shift from survey-feedback to another method.

When we look at systems, it helps when we develop questions from the observation of the whole system. Different forces may be at work, and the more we can uncover potential areas that need to be better understood, the more effectively we can seek solutions and opportunities for health.

What are the primary steps in a survey-feedback process?

Members & leaders prepare a survey.
Define the target group.
Choose a theory or model to help discover system issues.
Only ask for information you are open to hear and prepared to act upon.

Survey should be given to those who have committed to the whole process and can attend the feedback meeting.

If short enough, the survey can produce more energy and commitment to act if administered and processed in same gathering.

Collate data, look for patterns, design the meeting.
Anticipate how leaders will respond to the data, and be sure to share it in advance of the meeting.
Keep data report to a minimum, be descriptive.
Need structure and flexibility. Follow the energy of the group.

Facilitator needs to be able to stay non-reactive.

Stay focused on a few central themes that emerge.

Present findings and recommendations in the first 20 minutes or less.

Use second half of meeting to make decisions, evaluate commitment, identify next steps.

Work groups are started at the feedback meeting and stay with the project for a few months.

Leaders will need to monitor movement and make adjustments.

Testing is a quick method for setting boundaries and adds sing emerging issues in lieu of a more extended survey-feedback process.

Allows testing of a single issue to ensure appropriate energy and attention is being spent on it, and allows a way to test if certain issues have wide buy-in or are pet projects of a few.

Can produce valid and useful information and help system manage its anxiety.

What is the issue? Example: our group is too focused outside our own doors.

Goldilocks scale: too little, too much, just right

Have those present indicate by show of hands where they land on the issue.

Can determine if this is a valid issue, or if the majority feel things are about where they should be.