C-Sat Surveys Can Cause Intra-Organizational Conflict

I’ve grown somewhat leery of customer satisfaction surveys in recent years.  While I still believe they can add highly useful information for a company to make improvements to the customer experience, I am also convinced that many companies aren’t doing said research properly.

My reservations aside, regardless of whether a company is doing C-Sat research properly, customer satisfaction surveys can also cause intra-organizational friction and conflict.  Because of the ways departments are incentivized and compensated, some will benefit more than others.  Moreover, because many companies either don’t  link their desired financial and operational outcomes – or don’t link them well enough – to the survey, many departments can claim that the research isn’t working.  C-Sat research is fraught with inter-departmental conflict because companies are conducting it with vague objectives and rewarding – or punishing – departments for their ability or inability to meet those vague objectives.

The key to reducing the conflict caused by C-Sat surveys is to have all affected departments share in framing the objectives.  Before the survey is even designed, all parties should have an idea of what is going to be measured – whether it is repeat business, reduced complaints, shorter customer waiting times – and what they will all be accountable for.  Stakeholders should also work together to see how – or if – they can link the survey’s results to financial and operational performance.  And the stakeholders should be provided information, training, and guidelines to aid their managerial actions in response to the survey’s results.

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