In common with an overarching facet of Alchimie’s style, we approach the design of surveys – of whatever type – with a clear eye to its purpose. We consider critically how the potential responses will inform subsequent actions; a survey which assesses the quality of the relationship between teams, questions would be framed such that the survey outcomes point directly to the conversations or coaching actions that need to be addressed, whereas a market sounding would be designed to identify how specific changes to the subsequent engagement phase would impact its reception.
It’s a bit like the medical maxim that a doctor should not perform a test unless (i) its result will inform a better diagnosis, and (ii) he/she intends to act on it.
Alchimie’s surveys are also underpinned by empirically validated research models where appropriate, notably those that relate to high performance.
Another key element of our approach is a focus on presentation of the survey outcomes; after the considerable effort – not least from the survey respondents – in completing the survey, we believe the critical step of understanding the messages needs to be supported by lucid presentation.
Alchimie offers many types of surveys, ranging from high performance surveys such as engagement surveys and relationship surveys, effectiveness of meetings surveys, market sounding surveys, board and executive team reviews and specialist surveys.
Without exception, client teams have found our surveys highlight areas for specific conversations and/or action; the conceptual design of our surveys deliberately facilitates this.
In some instances, the survey outcomes are/can be linked to a performance regime.
Getting stuff done in any organisational setting, project-based or otherwise, relies on a vast and complex network of intra-team commitments. Each commitment is a response made by one party to a request or offer made by another. The nature of the commitment – and hence the very success of the project – depends critically on the relationship between the parties involved and the context in which they operate.
It follows that – for high performance – the leaders and members of every team need the ability to relate effectively, especially in the making – and responding to – the requests and offers of others.
Most critically, it follows that those accountable for achieving successful outcomes will be vitally concerned, in particular, that (i) the quality of relationships between parties is healthy, such that each request or offer is communicated clearly and that real commitment accompanies every acceptance, and (ii) aspects of the context influenced by the leadership team make an unequivocally positive contribution to high performance.
Examples of presentation formats from our surveys are shown below.
To the left is a presentation format that can be used to show the relative frequencies and averages of two teams.
Whilst a relationship is, by definition, between two parties, sometimes it is helpful to show relationships between three parties, as shown to the right.
Where multiple options are tested through a market sounding, a format such as this allows the reader to discern patterns quickly.
The format shown here can be used to provide a visual comparison of responses across multiple demographics.
This presentation format shows graphically the change in responses between successive surveys.