„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

“Waterfall” Design
Although this latter principle is extended by some to augur what is known as a
“waterfall” design of survey feedback (beginning the process at a subordinate echelon
only after it is complete in several sessions at the echelon above), this would appear to
be an unnecessary elaboration. The modeling, which is presumed to be an advantage,
seems in fact to be less important than the reassurance that is provided by having had an
exposure as a subordinate in the group above. This seems to be largely accomplished
during the first or early session. Adhering to a “top-down” design, yet pushing to as
nearly simultaneous feedback to all levels as possible, would appear from experience
and such evidence as exists to be an optimal strategy.
The Place and Value of Survey Feedback
The point has been made that the survey-feedback process ordinarily is attempted within
complex social systems. This point cannot be overemphasized; it is this fact, principally,
among others, that ordinarily complicates even further what must seem to the reader to
be an already-complicated process. Survey feedback is a method, procedure, or
technique that often occurs within a broader paradigm termed “survey-guided
development.” This latter and broader procedure encompasses, in addition to survey
feedback, the use of survey data to diagnose the organization as a functioning social
system; it also serves to establish the proper sequencing of inputs—determined through
diagnosis—of a (nonfeedback) informational, skill, and structural-change variety.
A person proposing to move, as a facilitator or change agent, into a survey-guided
development effort cannot hope to do so without first understanding the processes of
survey feedback.
BIBLIOGRAPHY
Alderfer, C.P., & Ferriss, R. (1972). Understanding the impact of survey feedback. In W.W. Burke & H.A.
Hornstein (Eds.), The social technology of organizational development (pp. 234-243). Alexandria, VA: NTL
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Bowers, D.G. (1971). Change in five plants: An analysis of the current state of development efforts in the GMISR
program. Ann Arbor, MI: Institute for Social Research (pp. 33-36).
Bowers, D.G. (1973). OD techniques and their results in 23 organizations: The Michigan ICL study. Journal of
Applied Behavior Science, 9(1), 21-43.
Bowers, D.G., & Franklin, J.L. (1972). Survey-guided development: Using human resources measurement in
organizational change. Journal of Contemporary Business, 1(3), 43-55.
Franz, V.R.W., Holloway, R.G., & Lonergan, W.G. (1970). The organization survey feedback principle as a
technique for encouraging workers’ involvement in organizational improvement. Paper presented to the
Second World Congress of the International Industrial Relations Association, Geneva, Switzerland.
Katz, D., & Kahn, R. (1966). Organizational change. In D. Katz & R. Kahn (Eds.), The social psychology of
organizations (pp. 390-451). New York: John Wiley.
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 173