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Getting the Most from Survey Participation

By Don Williams, Pete Peterson, Bill Bachman and Mike Short
September 01, 2003

In an insightful Dilbert” cartoon, the boss is reviewing the results from a recent survey with two employees. The survey results being less than desirable, the boss states, “Managers' bonuses are linked to these results. You can be sure we'll make big changes … to the survey. ” Surveys can be a strategic asset and viable financial tool when assessing certain aspects of your firm. Surveys can also be useful in evaluating merger opportunities. Perhaps the best use for survey information is to identify needed improvements and illustrate the benefits of change. Improperly utilized, however, survey data can cause more harm than good. Survey results taken out of context can create unrealistic expectations among partners, foster unhealthy and divisive comparisons between practices or offices, promote unachievable strategic objectives, and generate broad-based anxiety and apprehension. As mentioned in Part two, most well managed firms find legal surveys a great help in establishing targets or benchmarks. These firms share a common approach to using survey results:

' They analyze and compare survey results to discern actual issues for the firm, which they then carefully prioritize.

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