It’s a long-held belief that interviews provide richer information than surveys. Consequently, most kind of organization analysis in managerial practice opts for interviews whenever the budget allows. However, a refreshing article from the UX (User Experience) research community reminds us that this isn't necessarily true. The effectiveness of a survey depends significantly on its design.
There are several misconceptions about surveys. We often think they are too impersonal, that written responses are less natural than spoken ones, that surveys only yield quantitative data, and that there's no opportunity to ask follow-up questions for clarification.
A smart survey design can outperform interviews. The article argues persuasively that surveys can turn these perceived deficits into benefits. For example, to make a survey more personal, allow respondents to show via video how they use a product. To encourage spontaneity, include open-ended text boxes where respondents can describe something in three words. With thoughtful open-ended questions, surveys can also provide qualitative data. Additionally, you can include questions asking for comments on their choices, allowing for clarification and deeper insight. The article even provides a demonstration survey to illustrate these points.
Better survey design can improve true listening in your organization. In the language of Sumer, the earliest known civilization on our planet, there was only one word for ear and wisdom. This article offers hope that surveys can become truly transformative listening experiences, allowing them to become a source of wisdom like an in-depth 1:1 interview. By unlocking the hidden benefits of well-designed surveys, we can gain insights as deep as those from interviews. Imagine the impact if our employee or customer engagement surveys adopted this more listening-oriented design. It could reduce survey fatigue and make respondents feel that their opinions are truly valued, rather than simply leading them to predetermined answers.
