In the quest to understand and improve organisational culture, many HR manager turn to culture surveys. These surveys, often filled with a battery of questions about employee satisfaction, values alignment, and workplace dynamics, promise to deliver deep insights into the health of an organisation. However, while these surveys can be valuable, they often miss a crucial element: the dialogical component. Without it, the data collected can be misleading or incomplete, leading to misguided strategies and missed opportunities for genuine improvement.
The Limitations of Traditional Culture Surveys
- Static Responses: Culture surveys typically capture a snapshot in time. Employees respond to questions based on their current experiences and emotions, which may not fully reflect the nuances of their day-to-day interactions and evolving perceptions. A static survey cannot capture the dynamic nature of organisational culture.
- Lack of Context: Surveys often fail to provide the context behind the responses. An employee might rate their satisfaction as low, but the survey won’t reveal whether this is due to a temporary issue, a systemic problem, or a personal matter unrelated to the workplace. Without context, it’s challenging to interpret the data accurately.
- Surface-Level Data: While surveys can highlight areas of concern, they often only scratch the surface. For instance, a low score in “communication” might indicate a problem, but it doesn’t explain what specific communication issues exist or how they impact different teams and individuals.
- Response Bias: Employees may not always provide honest answers in surveys due to fear of repercussions or a belief that their feedback won’t lead to meaningful change. This response bias can skew the data, making it difficult to get a true sense of the organisational culture. There is also growing evidence that employees ‘learn’ how to navigate surveys and provide managers with what they believe ‘they want to heat’. Bonus rewards for ‘great survey scores’ can also bias responses.
The Power of Dialogue
Incorporating a dialogical component into the process of assessing organisational culture can address these limitations. Here’s why dialogue is essential:
- Depth and Nuance: Conversations allow for the exploration of complex issues in depth. Through dialogue, employees can share their stories, elaborate on their experiences, and provide the context behind their survey responses. This qualitative data is invaluable for understanding the true state of the organizational culture.
- Real-Time Feedback: Dialogue enables real-time feedback and clarification. When employees discuss their concerns and suggestions, leaders can ask follow-up questions, seek clarification, and gain a more precise understanding of the issues at hand.
- Building Trust: Engaging in open, honest conversations can help build trust between employees and management. When employees feel heard and valued, they are more likely to share candid feedback and contribute to a culture of continuous improvement.
- Identifying Root Causes: Dialogue helps identify the root causes of problems highlighted in surveys. By discussing issues in detail, organisations can move beyond symptoms to address the underlying factors that impact culture and performance.
- Partnering Approach Solutions: Collaborative conversations foster a sense of ownership and involvement among employees. When employees are part of the dialogue about organisational culture, they are more likely to contribute to and support the implementation of solutions.
Practical Steps to Integrate Dialogue
- Focus Groups: Conduct focus groups with diverse employee representatives to discuss survey results and gather deeper insights. Ensure that these groups are facilitated in a way that encourages open and honest communication.
- One-on-One Interviews: Arrange confidential one-on-one interviews with employees to delve into specific issues raised in the surveys. These conversations can uncover personal experiences and perspectives that surveys miss.
- Town Hall Meetings: Host town hall meetings where leaders can present learnings and findings. Invite employees to share their thoughts and suggestions. These forums can foster a sense of community and collective problem-solving.
- Regular Check-Ins: Implement regular check-ins, such as weekly or monthly team meetings, where employees can discuss ongoing psychological safety and cultural issues. This continuous feedback loop helps keep the pulse on the organisational culture. Ensure progress is communicated too.
- Training for Leaders: Equip leaders with the skills to facilitate meaningful dialogue. Training in active listening, empathy, and effective communication can help leaders create a safe space for employees to share their thoughts.
Final Words
While psychological safety and culture surveys are a valuable tool for assessing organisational culture, they should not be relied upon in isolation. ACN Incorporate a dialogical component that ensures the data collected is rich, contextual, and actionable. By engaging in meaningful conversations with employees, our client organisations can gain a deeper understanding of their culture, address root causes of issues, and create partnering solutions that foster a positive and thriving workplace environment. In the end, it’s through dialogue that we truly connect, understand, and grow together.
