Mixed messages create conflict and reduce trust.
The second message that consultants and human resources professionals communicate is: “The survey feedback session is an important time to discuss the results as a team and seek clarif ication from each other.” But it’s impossible to simultaneously clarify a response’s meaning while maintaining confidentiality. Team members who expect anonymity are likely to feel threatened when those who are expecting clarification ask about their specific responses. The latter team members will inevitably become frustrated, further reducing trust. When used well, surveys are a valuable tool for improving team effectiveness. I still use surveys with my leadership team clients to help them increase their effectiveness, but I design the survey administration and feedback to minimise these unintended consequences. How do you resolve the trade-off of confidentiality and accountability? Trust is the key, but there is no easy or fool-proof solution. As the leader, if you are one of the primary sources of team mistrust, the situation is