First, people don't really like to argue and live in a permanent conflict. Offering employees the questionnaire is like inviting them to conversation. It gives the management the opportunity to communicate: "We would really like to know your opinion" or "We would like to talko to you".

Second, people must be presented with the results. It usually takes a while, as the results should be followed by providing solutions: "In this matter, we will do something, and this issue will be addressed differently, and here there's nothing we can do etc." People in companies think. If they see our honesty and good will, we shall have them on our side. The most difficult part of the process is the time between the report and the ideas of what and how to resolve the problems. Sometimes, this period takes as long as a couple of moths. It might be a good idea to use this time for introducing changes that are self-evident, eg. cleaning the workspace or buying an extrea coffee machine. In the eyes of the management those changes may appear superficial and trivial, but for the employees they are a sign of commitment. After developing the transition plan, employees must become fully informed and engaged in the change process - especially, they must know why does it have to take so long.

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