In early 2015, the journal editors of “Basic and Applied Social Psychology” announced they would no longer publish papers that contain P values. Later, Nature published an article to further discuss the controversy revolving around P value. It doesn’t matter which side you are on, it is obvious that we are all obsessed with P values, because they have served as a rule of thumb for flagging noteworthy findings across the sciences. As the recent controversy shows, P values are open to exploitation, which is sometimes known as “P hacking”.
When developing new strategic initiatives and guiding strategy deployment, decisions makers need a targeted and specific grasp of their customer and employee priorities. Advancements in online feedback collection and data analysis are yielding more and more sophisticated methods for gathering insights that lead to making more informed and better decisions. The Action Priorities Grid (APG) is one of the latest methods for doing just that.
More than ever before, architecture and design firms are hungry for client-centric data to gain a better understanding about a client’s needs and priorities. Firms that have a competitive edge are those that can demonstrate the capacity to better collect, decipher and validate a client’s complex project requirements.
One issue we see authors wrestle with when drafting an online survey is whether or not they should require participants to answer certain questions. The compulsion to force a response from someone is understandable. After all, the point of the survey is to collect as much information as possible and there are always certain questions in a survey that are more important to the survey author.
Where things get problematic is when a respondent comes across a question that doesn’t particularly apply to them or they simply don’t have a strong opinion. The survey should allow participants to skip these questions or provide a response that reflects their indifference. When a survey writer neglects to include these options and forces a respondent to answer it often leads to a couple of disastrous results.
The old adage “a picture is worth a thousand words” is believed to have first been coined by Fred R. Barnard in a newspaper advertisement around 1921. The point of Barnard’s message was to emphasize that using imagery in advertisements would yield better results than words alone. There is a simple truth to this statement which has been quoted time and time again when speaking to the impact imagery can have when there is a need to convey a fair amount of information quickly or succinctly. Sometimes a picture is just better at telling a story.
Many manufacturing and supply chain companies have “safety” as a key part of their corporate mission. Most implement successful training programs and make use of the latest equipment to insure a safe working environment and increase productivity, but the safety program isn’t complete unless you gather and measure feedback from employees at all levels of the organization. You stand to waste a lot of time and money by not taking the extra step of gathering insight into the company’s culture of safety.
The insight you get from a survey means more when you know more about who is providing the feedback and the context from which they provide it. There are a couple of ways to get this level of detail.
Creating an engaging survey is only one aspect to running a successful feedback campaign. You also need to figure out how to make your audience aware of your survey and encourage them to take it.
Using email is an effective and efficient means of inviting your target audience to take your survey. The email’s format, wording and degree of personalization all play an important role in increasing the open rates of your invitation and converting recipients into survey takers. Here are few things that you should keep in mind in order to get better survey response rates when using email invitations.