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Several divisions in both DuPont and Clorox commissioned annual climate surveys to give them guidance as leaders to improving the organization. Once they evaluated the effects they were producing with the survey, however they found far more effective means of achieving their intentions and getting more ‘bang for the buck’. In fact, one DuPont Senior Vice President ruefully acknowledges, “we have learned, the hard way, that climate surveys are not neutral means of getting information. They actually may have created more harm than good in some cases, and for reasons we did not understand. We better achieve our intentions through ‘deliberative group processes’; and in that way avoid the unintended consequences of surveys and similar instruments.”

A manager who is accountable for the “culture change process” in one DuPont sector explains why the concern developed regarding surveys. “What we are trying to develop are self-reliant individuals, who apply good judgment on behalf of the organization, who wisely apply resources and capabilities to improving the effectiveness of stakeholder such as customer’s, and who initiate and sustain effort to make the organization work to produce results. We want this to happen within the context of a business strategy and while considering the ever-changing dynamics in the marketplace. But if that is what you want, you have to question whether every action you take is moving you in that direction or away from it. Along with many other typical organizational initiatives, we found that climate surveys and other similar surveys were not supportive.” 36 pgs

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