The Use of Feedback for Organizational Change: Promises and Pitfalls

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Abstract
The research literature on survey feedback as a tool for organizational intervention is reviewed. Specifically, three different areas of research are examined, including early work in the development of survey feedback, research on the results of feed back interventions, and research on the process of using survey feedback. The re search to date provides inconsistent support for the idea that survey feedback alone will bring about organizational change. The work to date also indicates that the process of collecting, analyzing, and using data for feedback is important as a de terminant of the nature and extent of feedback effects. Problems with existing re search and practice are identified, and suggestions for future directions for both research and use of data for interventions are given.