Survey Feedback Quotes

Even in the face of massive competition, don’t think about the competition. Literally don’t think about them. Every time you’re in a meeting and you’re tempted to talk about a competitor, replace that thought with one about user feedback or surveys. Just think about the customer.

In any organization, a person tends to survey the talent in the room. The talented and hardest working employees, the persons primarily responsible for the organization’s success, are disinclined to accept criticism from persons whom perform auxiliary functions, the type of menial work replicated by numerous support personnel.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

Pulse Surveys Pulse surveys are real-time surveys that are short and provide immediate feedback to managers and the organization. They are excellent tools to drive more employee engagement and create a culture of transparency. Platforms like, TINYpulse, help organizations gather this anonymous feedback by asking just one question per week to gauge employee engagement and provide actionable insights.

Evidence from a recent study of teaching by the Bill & Melinda Gates Foundation showed that students know a great teacher when they see one. The foundation’s “Measures of Effective Teaching” (MET) project studied student feedback through surveys on teacher evaluations. The study found that there is a very strong correlation between how students rate their teachers and how well those teachers do at attaining gains in student achievement. Students can tell us with pretty good accuracy whether their teachers are effective. Many who underestimate students would guess that kids would dislike teachers who might be good ones, but were strict or gave a lot of homework. As it turns out, children can effectively synthesize information about their teachers without a lot of bias, and on the whole, they can identify great teachers.

Lastly, send your team members an anonymous feedback survey.

Understanding consumer preferences, market trends, and business opportunities all depend on market research. However, a nuanced approach is required when conducting market research survey in Myanmar. Participation in surveys and the quality of the data can be significantly influenced by cultural norms, beliefs, and practices. The challenges and opportunities of conducting surveys in this one-of-a-kind cultural landscape are brought to light in this article, which examines the intricate connection between culture and market research in Myanmar. Researchers can gain valuable insights for informed decision-making and successful market strategies by comprehending and adapting to Myanmar's cultural nuances. Introduction to market research survey in Myanmar is a country with a lot of culture and tradition that makes it a special place to conduct market research. Understanding the cultural nuances that influence survey participation is essential for businesses trying to comprehend consumer preferences and behaviors in this diverse market. An Overview of Myanmar's Market Research Landscape Market research is rapidly evolving in Myanmar in tandem with the country's economic expansion. In order to gain useful insights from surveys, it is necessary to have a comprehensive comprehension of the cultural dynamics of a population with a wide range of languages and ethnic groups. Understanding How Culture Affects Survey Participation Culture has a big impact on how people respond to market research surveys. Survey response rates can be influenced by interpersonal dynamics, social norms, and traditional beliefs in Myanmar. Cultural Factors That Affect Survey Response Rates People's responses to surveys can be influenced by factors like respect for authority, communal decision-making, and communication styles. The key to maximizing survey participation is recognizing and adapting to these cultural differences. The willingness of respondents to participate in surveys can be influenced by traditional beliefs and practices like face-saving behaviors, hierarchical structures, and superstitions. Researchers can create survey environments that are conducive to honest and valuable feedback by recognizing and respecting these traditional beliefs. Tailoring Survey Designs to Match Cultural Preferences in Myanmar To guarantee the success of market research surveys in Myanmar, survey designs must be adapted to match cultural norms and preferences. In addition to increasing respondent engagement, this strategy encourages inclusivity and a respect for local customs. Adjusting Poll Arrangement for Social Awareness From the language utilized in study inquiries to the visual plan of overview materials, social responsiveness ought to be a core value in forming review surveys. Researchers can increase respondent trust and openness by avoiding potential taboos and including references that are culturally relevant. Respecting local customs, such as greeting rituals, gift-giving practices, and preferred modes of communication, can increase respondents' willingness to participate in surveys by incorporating them into the design of the survey. Researchers can create a more engaging and culturally appropriate research experience by incorporating these elements into survey design. Overcoming Language Barriers in Market Research Surveys Myanmar's language diversity makes conducting market research surveys a significant challenge. Language barriers must be overcome and multilingual survey administration must be promoted in order to ensure effective communication and data collection. Challenges of Myanmar's Language Diversity With over 100 languages spoken there, language barriers can make it hard to take surveys and understand them. Utilizing survey materials that are suitable for a particular language and, if necessary, the services of an interpreter, researchers must overcome these obstacles. The use of bilingual survey

1. Understanding Myanmar's Market Research: The Function of AMT Market Research In the rapidly changing economic landscape of Myanmar, businesses are increasingly recognizing the significance of making well-informed decisions based on complete market insights. One of the central members driving this development is AMT Statistical surveying, a main market research survey in Myanmar which has laid out its presence in Myanmar. With a populace of more than 54 million, Myanmar is a country wealthy in assets and potential. Be that as it may, its market is perplexing, impacted by a heap of elements like social variety, monetary vacillations, and administrative changes. Organizations need accurate data and insights to effectively navigate this complexity, and AMT Market Research meets this need. AMT Market Research has established itself as one of the best market research firms by employing cutting-edge techniques tailored to Myanmar's particular landscape. They use a combination of qualitative and quantitative research methods to get a complete picture of the market. From buyer conduct investigation to cutthroat scene appraisals, AMT gives priceless bits of knowledge that assist organizations with pursuing informed vital choices. market research survey in Myanmar is one of AMT's most distinctive methods. AMT enables businesses to comprehend preferences, purchasing habits, and emerging trends by directly engaging with customers and gathering firsthand feedback. Businesses can strategically tailor their offerings thanks to this grassroots approach, which not only reveals what consumers want but also identifies market gaps. AMT' market research survey in Myanmar, on top of that, are designed to be comprehensive yet effective. They use a combination of online surveys, focus groups, and in-person interviews to get responses from a wide range of people from different demographic groups. By collecting data in a variety of ways, businesses can reach a wider audience while also focusing on specific markets. It is essential to have an understanding of socioeconomic factors in a market that is still in its infancy. In their surveys, AMT Market Research emphasizes the significance of demographic insights. They assist businesses in developing targeted marketing strategies that resonate with their intended audience by taking into account variables such as education levels, income levels, and regional differences. This scientific thoroughness guarantees that suggestions are information driven as well as mirror the social and monetary real factors of the customers. Another thing that sets it apart is the company's dedication to conducting research in an ethical manner. AMT Market Research's core values of honesty, integrity, and dependability help to build trust with clients and respondents alike. Organizations can feel sure that the bits of knowledge gave are precise as well as gathered with deference for members' privileges and information security. The demand for high-quality market research will only grow as the economy of Myanmar continues to mature and the market attracts more attention from around the world. AMT Market Research positions itself as a crucial partner for businesses looking to enter or expand into the Myanmar market and is prepared to meet this demand. They are at the forefront of this ever-evolving sector because of their expertise and local knowledge. In conclusion, AMT Market Research provides essential tools and insights that can aid in strategic planning and execution for businesses trying to navigate the complexities of Myanmar's market. They play a crucial role in shaping the future of businesses in Myanmar through their commitment to ethical practices and comprehensive market research surveys. Associations looking for development ought to think about utilizing AMT's ability to open the potential inside this promising business sector.

Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?

Ninety-three percent of American motorists believe they are better-than-average drivers. In a 2007 BusinessWeek poll, 90 percent of the managers surveyed believed their performance in the workplace to be in the top 10 percent.4

More generally, the lack of feedback applies to all higher-level use of force situations for officers. While officers are trained in how to properly utilize force, the need for more serious levels of force is rare. For example, the Bureau of Justice Statistics conducted the 2008 Police-Public Contact Survey as a supplement to the National Crime Victimization Survey. An estimated 1.4% of those surveyed had force used or threatened during their most recent contact with law enforcement (BJS, 2008). In a related study, Hickman, Piquero, and Garner (2008) found that 1.5% of police-citizen contacts resulted in either the use of force or the threat of force. Of these cases, only a very small percentage (0.2%) of police-citizen encounters resulted in lethal force (i.e., use of a firearm) being applied or threatened. Geller and Scott (1992) determined that the average officer would have to work 1,299 years in Milwaukee, 694 years in New York City, or 198 years in Dallas to be statistically expected to shoot and kill a suspect.

Speaking on Stage Speakers and presenters have only a few short seconds before their audience members begin forming opinions. True professionals know that beginning with impact determines audience engagement, the energy in the room, positive feedback, the quality of the experience, and whether or not their performance will be a success. A few of the popular methods which you can use to break the ice from the stage are: • Using music. • Using quotes. • Telling a joke. • Citing statistics. • Showing a video. • Asking questions. • Stating a problem. • Sharing acronyms. • Sharing a personal story. • Laying down a challenge. • Using analogies and comparisons. • Taking surveys; raise your hand if . . . Once you refine, define, and discover great conversation starters, you will enjoy renewed confidence for communicating well with new people.

We needed a greater sense of urgency.” So the management team decided that field managers would not be eligible for promotion unless their branch or group of branches matched or exceeded the company’s average scores. That’s a pretty radical idea when you think about it: giving customers, in effect, veto power over managerial pay raises and promotions. The rigorous implementation of this simple customer feedback system had a clear impact on business. As the survey scores rose, so did Enterprise’s growth relative to its competition. Taylor cites the linking of customer feedback to employee rewards as one of the most important reasons that Enterprise has continued to grow,

There are many ways to ask customers why they churn. At Drip, any customer that canceled their account received an automated email within ten minutes of canceling. It said, “Hello, I’m one of the founders of Drip, and I’d love to hear why you decided to cancel your account.” We got a wide range of responses. Some people would tell us they were shutting their business down—which isn’t something we could fix. Others would say they switched to a cheaper tool because they didn’t need our more powerful product. Others switched to a competitor because they needed a feature we didn’t have. The key to getting useful data points out of an exit survey is to keep it short and direct, create a connection (“I’m the founder, and your feedback would help me build a better product!”), and ask for a reply—even if it’s just four or five words. This can give you a glimpse into what potential customers want, which helps guide product decisions. More often than not, you can get a quick win with churn using tactics like an email welcome sequence and in-app onboarding tools to make sure new users see value early. However, pushing churn below 2% or 3% is a long road that unfolds slowly as you refine your marketing and sales language, learn more about your ideal customer, and add more features those customers love (we covered that in the Market chapter).

Sixty-three percent of executives surveyed say that their biggest challenge to effective performance management is that their managers lack the courage and ability to have difficult feedback discussions.7

All things being equal, we’ll find a sympathetic story that explains and justifies our own behavior. We remember what we got right, and as we’ll explore in the next chapter, we ascribe generally good intentions to ourselves. Ninety-three percent of American motorists believe they are better-than-average drivers. In a 2007 BusinessWeek poll, 90 percent of the managers surveyed believed their performance in the workplace to be in the top 10 percent.4 These biases can make difference spotting tougher still since we each feel it’s the other who is biased. In fact, we’re both biased, and we each need the other in order to see the whole picture more clearly.

Decision making is neither an art, nor a business. Decision making is a perspective that requires perseverance, survey and analysis.

For instance, engagement fundraisers use exit surveys to capture vital information about why people abandon the donating process and bounce from their donation pages without making a gift. They also use survey platforms immediately after the donation process is completed online. By doing so, they do much more than just supply their supporters with a tax receipt. They give their supporters a chance to provide feedback, tell why they care about the cause, describe their interests, and answer valuable donor profile questions like whether they have already made a legacy gift (for instance).

A 2016 survey from the Public Religion Research Institute and The Atlantic found that 57 percent of white adults who lived in their hometowns preferred Donald Trump in that year’s presidential election, compared with 40 percent of those who lived farther than a two-hour drive from where they’d grown up. This points to a feedback loop for the insular, small-town dynamic: the people who think their small towns are the best often haven’t lived far away for a significant period of time and so don’t have a solid basis for comparison.

The docs-as-ecosystem model starts with community feedback (A), captured through various channels such as public GitHub discussions, public surveys, forums, social media, and support requests. This feedback is then incorporated into the documentation codebase, which is managed through version control (B) to ensure that all changes are tracked and reviewed. The documentation codebase is then integrated continuously (C) through a continuous integration process, which helps catch errors and ensure that documentation updates are consistent with the rest of the codebase. The codebase is then used to generate static site documentation (D), the basis for the final generated documentation (E). The generated documentation is then published (F) to a production environment, where it’s accessible to the community. Finally, the community can review the results and provide updated feedback on the published documentation (H), which starts the cycle anew. Incorporating community feedback ensures documentation remains up-to-date and accurate, reflecting the needs and concerns of the community. Building stronger relationships between community and documentation creation processes lead to engaged and thriving communities.

open by asking Angela, “Would you be willing to grant me the opportunity to repair the racism I perpetrated toward you in that meeting?” When she agrees, I continue. “I realize that my comment about Deborah’s hair was inappropriate.” Angela nods and explains that she did not know me and did not want to be joking about black women’s hair (a sensitive issue for many black women) with a white woman whom she did not have a trusting relationship with, much less in a professional work meeting. I apologize and ask her if I have missed anything else problematic in the meeting. “Yes,” she replies. “That survey? I wrote that survey. And I have spent my life justifying my intelligence to white people.” My chest constricts as I immediately realize the impact of my glib dismissal of the survey. I acknowledge this impact and apologize. She accepts my apology. I ask Angela if there is anything else that needs to be said or heard so that we may move forward. She replies that yes, there is. “The next time you do something like this, would you like feedback publicly or privately?” she asks. I answer that given my role as an educator, I would appreciate receiving the feedback publicly as it is important for white people to see that I am also engaged in a lifelong process of learning and growth. And I could model for other white people how to receive feedback openly and without defensiveness.

User research, observations, surveys, and customer feedback are all tools that you can harness to better explore the problem from a user standpoint.

So designing spreadable value units is a crucial step toward virality. A spreadable value unit may be one that helps to start an interaction on an external network, the way Instagram photos create conversations on Facebook among users intrigued by the images they’ve seen. Or it may create the opportunity to complete an incomplete interaction, the way an unanswered question on Quora demands social feedback in the form of an answer, or a fresh survey on Survey-Monkey invites responses. Making it easy for users to create and disseminate spreadable value units helps you build a platform that has high growth as well as high engagement.

It’s not always what is said, but what is left on the plate, that tells the true story.

One of my mastermind members, Travis Killian, once told me about how he gets products to stand out in a busy, loud marketplace. His answer was simple: “We listen to people. We execute so many split tests, it’s insane. We’ll mock up the product and ask people, Which do you like better? This one or this other one from our competitor? We do that for all the top competitors in the market, all the ones we think have the best products in the niche.” Split testing requires nothing more than asking people which one of two things they like better. That’s it. Show someone two items, and ask for his or her preference. It’s one of those rare things that happens to be simple, easy, and effective. “I remember one time, when we were just starting out,” Travis told me, “we paid one of our friends to go to the mall in Austin, show pictures of our products versus our competitor’s products, and collect survey answers on which one they preferred.” If it sounds like a ton of time and money to pay someone to do inperson surveys and split testing, Travis says that’s not even essential. “When we started out, that’s what we did. Now, we use services online to run constant split tests of our products against our competitors’ products. The most important thing is to get the feedback on why survey respondents have a preference. Why do they like the other guy’s product over mine? That’s the data we really want to collect. We spend our time analyzing that data and applying it to the products—deciding first if the feedback is something we can, and want, to address, and then making changes from there.