I  Qualitative Organisational Study

Qualitative organisational study helps assess the current state of the entire organisation or a specific department through in-depth interviews – to what extent are the conditions in place for people to feel well and for the organisation/department to function smoothly?

Conducting a qualitative organisational study can provide, among others, particularly high added value in the following situations:

• There is increased dissatisfaction among employees
• Major changes are taking place, including in mindset and culture
• The organization or a department is not achieving expected results

The advantages of a qualitative approach can be summarised in three key words – human, open, and thorough:

• The conversation takes place with another person who shows genuine interest in the employee
• We focus on the employee’s real, lived experiences
• Employees can express in their own words what truly matters to them
• In-depth discussions allow people to articulate their thoughts with sufficient clarity

As an added benefit, the opportunity to talk about work-related joys and concerns in a trusting atmosphere is often relieving – therefore, this method itself can already help reduce tensions.

In practice, the study process typically looks like this:

• We conduct direct confidential interviews, with 1 or 2 employees at a time.
• We identify how people feel and how they perceive the functioning of the organisation / department around them.
• We analyse the themes that emerge during the discussions and their interconnections.

• The result is a thorough and systematic overview of the current state of the organisation / department (approx. 10–20 pages).
• During a meeting all topics, questions, and next steps can be discussed in depth.

II Qualitative Leadership Feedback

Qualitative leadership feedback enables the collection of development-supporting feedback for a leader in the most direct, meaningful, and thorough way.

It can provide, among others, particularly high added value in the following situations:

In practice, the process typically involves conducting confidential in-depth interviews with the leader’s team members, their direct manager, and key partners in order to understand:

• How is the leader perceived?
• How does their behaviour align with different expectations and the cultural context?
• What are their strengths and areas for development?
• What are the next logical steps in their development as a leader?

The content and themes of the interviews are shaped by what matters most to the feedback providers, and as a flexible method, it allows these topics to be explored in sufficient depth.

• The result is a thorough summary (approx. 5–10 pages) highlighting the key themes, observations, and recommendations.
• During a meeting with the leader, all topics, questions, and next steps can be discussed in depth.