Survey Feedback: The Perspectives of Science and Practice

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Abstract
Critical events during an intensive survey feedback program in an underground mining company created widely varying perceptions of success among organization members. Case analysis centered around (1) themes of power, trust and the dynamics of their interaction, (2) appropriateness of traditional OD interventions for seemingly healthy systems, (3) a reexamination of the level or depth of survey feedback efforts, and (4) assessments of success from the vantage points of different organization members and consultants. Research data collected for an investigation of the feedback process allowed yet another perspective of this intervention and contributed to our understanding of such core survey feedback concerns as the relation of survey data to feedback processes, favorability of meeting processes as judged by participants and facilitators, and problem- solving involvements in initial and follow-up feedback sessions.

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