This survey is conducted by S23M. Many thanks for your participation.

1.Economic function of the organisation

Energy Production, Food Production, Agriculture, Forestry, FishingDesign, Engineering, Technology Development, ConstructionTransportation, Logistics, and CommunicationMaintenance of Infrastructure or Technology, Maintenance of Human or Non-Human HealthOther Aspects of Culture, including the Arts, Education, and Sports

2.Organisation (optional)

3.Geographic region

Australia, New Zealand, PacificSouth AsiaNortheast AsiaMiddle EastAfricaEuropeLatin AmericaNorth America

4.Available learning opportunities and feedback loops

I am encouraged to ask for advice when complementary experiences and perspectives might lead to new insights. (If this is not the case, it indicates a lack of appreciation of collective tacit knowledge)

There is a channel for providing feedback on the work products and specifications I receive. (If this is not the case, it means the root causes of some problems are never investigated)

In our environment there is a SECI knowledge creation cycle embedded into all core value streams. (If this is not the case, it leads to inadequate and outdated documentation and to single head of knowledge problems)

All our information repositories are up to date and provide the information I expect. (If this is not the case, it creates a false sense of knowledge preservation and transfer)

We consistently use whiteboards to support knowledge validation and sharing. (If this is not the case, it increases the rate of undetected misunderstandings and reduces the opportunities for knowledge transfer and for avoiding single head of knowledge problems)

We consistently distil critical tacit knowledge into easily understandable (human scale) explanations and models. (If this is not the case, it increases the learning curve for new team members and amplifies single head of knowledge problems)

Feedback loops between organisational units are adequate. (If this is not the case, it means we are likely missing opportunities to streamline the collaboration between teams)

Feedback loops with customers and suppliers are adequate. (If this is not the case, it means we are likely missing opportunities to streamline the interactions with customers and suppliers, and we are not learning from the context in which we operate)

Feedback loops with the local community are adequate. (If this is not the case, it means we are possibly not aware 
of local community expectations)

Feedback loops with regulatory bodies are adequate. (If this is not the case, we may have over-complicated standards and solutions for complying with regulations)

5.Quality of learning opportunities and feedback loops

I am encouraged to apply my critical thinking skills and ignore irrelevant feedback. (If this is not the case, it means critical thinking and interpreting feedback through the lens of personal experience is discouraged)

I usually get feedback when I ask for it. (If this is not the case, it means decisions end up being made without tapping into the collective tacit knowledge that is available)

When I ask for feedback I usually receive relevant and understandable feedback. (If this is not the case, it may point towards gaps in collective tacit knowledge or to a culture that does not value knowledge sharing)

Feedback tends to be constructive; there is no blame or drama culture. (If this is not the case, the culture will detract from reviewing work products, root causes, ideas, and handover practices)

The organisational structure does not dampen feedback loops and empowers me to provide feedback in all directions. (If this is not the case, the organisational structure dampens feedback loops and stands in the way of learning)

My flow of work is never or only rarely disrupted by unsolicited or unconstructive feedback. (If this is not the case, it may slow down work, and potentially even increase the risk of mistakes )

I usually do not face any distracting demands for attention that undermine priorities or the quality of work. (If this is not the case, people lack opportunities for reflecting on potential sources of errors / optimising the sequence of tasks)

The environment makes it easy to focus and to opt out of non-essential conversations. (If it is hard to opt out of non-essential conversations, it leads to a significant loss of valuable time due to frequent task switching)

We do not have any feedback rituals where going through the motions is more important than the transmission of insights. (If this is not the case, it leads to a significant loss of valuable time, whilst at the same time compromising the quality of work that could be delivered)

It is easy to pass on critical feedback and knowledge to the right places in a timely manner. (If this is not the case, management reporting lines may stand in the way of knowledge dissemination)

6.Motivations and potential frustrations

The goals and incentives of the organisation are aligned with my intrinsic motivations. (If this is not the case, staff may be disengaged)

There are no conflicts between the goals stated and the incentives provided by the organisation. (If this is not the case, unclear priorities and pragmatic decisions may compromise what could otherwise be achieved)

My team receives adequate regulatory guidance. (If this is not the case, it may lead to waste and over-complicated solutions)

I have adequate access to useful and trustworthy sources of knowledge. (If this is not the case, it results in repeated duplication of effort, missed opportunities for optimisation, and time consuming experiments)

I have adequate time and space to explore and conduct experiments. (If this is not the case, opportunities for optimisation and automation are likely to be missed)

I am empowered to make decisions; the environment enables a strong sense of individual agency. (If this is not the case, it leads to resignation and disengagement)