[{"data":1,"prerenderedAt":1352},["ShallowReactive",2],{"site:one:en":3,"home:one:en":109,"faq:one:en":233,"toepassingen:all:en":265,"cases:all:en":600,"testimonials:all:en":1256},{"id":4,"closeCta":5,"extension":14,"footer":15,"header":85,"meta":106,"stem":107,"__hash__":108},"site_en\u002F_brands\u002Fupvoice\u002Fen\u002Fsite.yml",{"title":6,"text":7,"primary":8,"secondary":11},"Ask one question of everyone it concerns","In a demo you see Upvoice with your own question: what you ask, who you invite and what you'll have at the end.",{"label":9,"to":10},"Book a demo","https:\u002F\u002Fcalendly.com\u002Frik-arkema\u002F30min?hide_gdpr_banner=1",{"label":12,"to":13},"Email us","mailto:contact@upvoice.eu","yml",{"word":16,"tagline":17,"columns":18,"bar":82},"upvoice","Anonymous online dialogues with 8 to 10,000 people at once. A product of Synthetron NV.",[19,44,69],{"id":20,"title":21,"links":22},"foot-toep","Applications",[23,26,29,32,35,38,41],{"label":24,"to":25},"Deepen your employee survey","\u002Ftoepassingen\u002Fmedewerkersonderzoek-verdiepen",{"label":27,"to":28},"Change","\u002Ftoepassingen\u002Fverandering",{"label":30,"to":31},"Psychological safety","\u002Ftoepassingen\u002Fsociale-veiligheid",{"label":33,"to":34},"Test a decision","\u002Ftoepassingen\u002Fbesluit-toetsen",{"label":36,"to":37},"Strategy","\u002Ftoepassingen\u002Fstrategie",{"label":39,"to":40},"Consultation","\u002Ftoepassingen\u002Fraadplegen",{"label":42,"to":43},"Continuous listening","\u002Ftoepassingen\u002Fcontinu-luisteren",{"id":45,"title":46,"links":47},"foot-org","Organisation",[48,51,54,57,60,63,66],{"label":49,"to":50},"How it works","\u002Fhoe-het-werkt",{"label":52,"to":53},"Pricing","\u002Faanbod",{"label":55,"to":56},"Sectors","\u002Fsectoren",{"label":58,"to":59},"Cases","\u002Fcases",{"label":61,"to":62},"Insights","\u002Fkennis",{"label":64,"to":65},"About us","\u002Fover-ons",{"label":67,"to":68},"Trust","\u002Fvertrouwen",{"id":70,"title":71,"links":72},"foot-contact","Contact",[73,74,76,79],{"label":9,"to":10},{"label":75,"to":13},"contact@upvoice.eu",{"label":77,"to":78},"LinkedIn","https:\u002F\u002Fwww.linkedin.com\u002Fcompany\u002Fsynthetron-nv\u002F",{"label":80,"to":81},"Privacy","\u002Fprivacy",[83,84],"© Synthetron NV, since 1999","Data hosted in the EU",{"nav":86,"cta":92,"menu":93,"call":104},[87,89,90,91],{"label":21,"to":88},"\u002Ftoepassingen",{"label":49,"to":50},{"label":58,"to":59},{"label":52,"to":53},{"label":9,"to":10},[94,95,96,97,98,99,100,101,102],{"label":21,"to":88},{"label":55,"to":56},{"label":49,"to":50},{"label":52,"to":53},{"label":58,"to":59},{"label":61,"to":62},{"label":64,"to":65},{"label":67,"to":68},{"label":71,"to":103},"\u002Fcontact",{"label":105,"to":10},"Schedule a call",{},"_brands\u002Fupvoice\u002Fen\u002Fsite","9wa9PgBH8u-79JK6F4LTdi0kDHKhrUcREOa_TWkNhPo",{"id":110,"cases":111,"cijfers":115,"extension":14,"hero":141,"logos":148,"meta":178,"seo":179,"stappen":182,"stem":204,"stemmen":205,"toepassingen":209,"werkwijze":213,"__hash__":232},"home_en\u002F_brands\u002Fupvoice\u002Fen\u002Fhome.yml",{"label":58,"sublabel":112,"title":113,"text":114},"A selection from 450+ clients","What other organisations achieved with the dialogue","Gasunie, ANWB and UMCG put a question to hundreds to thousands of people. Read what each case delivered.",{"eyebrow":116,"title":117,"lead":118,"figures":119,"facts":129},"Since 1999","Over twenty-five years of giving people a voice","Upvoice is built on 25 years of pioneering work by Synthetron in anonymous group dialogue. Boards, municipalities, healthcare and education now use it to hear their people.",[120,123,126],{"value":121,"label":122},"450+","Clients worldwide",{"value":124,"label":125},"200,000+","Participants in a dialogue",{"value":127,"label":128},"40","Countries",[130,134,137],{"term":131,"value":132,"label":133},"Languages","120+","Languages: everyone takes part in their own language",{"term":135,"value":136,"label":135},"Participants per session","10,000",{"term":138,"value":139,"label":140},"Duration","45–75","Minutes per session",{"eyebrow":142,"title":143,"lead":144,"primary":145,"secondary":146},"The platform for online dialogue","Hear what the whole organisation *really* thinks. Before you decide.","Upvoice puts one question to everyone at once. People join in live and anonymously, 8 to 10,000 at a time. Within an hour you know which direction has support.",{"label":9,"to":10},{"label":147,"to":50},"See how it works",{"label":149,"sublabel":150,"items":151},"Clients","450+ organisations",[152,155,158,161,164,169,172,175],{"src":153,"alt":154},"\u002Flogos\u002Fgasunie.svg","Gasunie",{"src":156,"alt":157},"\u002Flogos\u002Fszw.svg","Dutch Ministry of Social Affairs and Employment",{"src":159,"alt":160},"\u002Flogos\u002Frabobank.svg","Rabobank",{"src":162,"alt":163},"\u002Flogos\u002Fanwb.svg","ANWB",{"src":165,"alt":166,"width":167,"height":168},"\u002Fimages\u002Flogos-live\u002Famsterdam-color-8.png","City of Amsterdam",332,109,{"src":170,"alt":171},"\u002Flogos\u002Fvolkswagen.svg","Volkswagen",{"src":173,"alt":174},"\u002Flogos\u002Fumc-utrecht.svg","UMC Utrecht",{"src":176,"alt":177},"\u002Flogos\u002Frijksoverheid.svg","Government of the Netherlands",{},{"title":180,"description":181},"Hear what the whole organisation really thinks","Upvoice puts one question to your whole organisation. From 8 to 10,000 people join in anonymously and live. Within an hour you see which ideas get the most support.",{"label":183,"sublabel":184,"title":185,"note":186,"steps":187,"afterText":200,"afterLink":201},"How it works for you","3 steps","You choose the question. After one session you know where the support is.","What happens for you as the client, from the question to the synthesis. Your people only need a link: no account, no download.",[188,192,196],{"n":189,"title":190,"text":191},"Step 01","Choose the question","You decide what you need your people's input on and how you involve them in the substance. Together we choose the questions you ask in the dialogue.",{"n":193,"title":194,"text":195},"Step 02","Run the dialogue","Everyone takes part live and anonymously, in one session of 45 to 75 minutes. Participants vote on each other's messages, so the ideas with the most support rise to the top on their own.",{"n":197,"title":198,"text":199},"Step 03","Review the outcomes","You see the main themes during the session itself. Afterwards an automatic synthesis follows, with the main line and the nuances within it.","Want to see what participants get on their screen during the session?",{"label":202,"to":203},"See how a session unfolds","\u002Fhoe-het-werkt#gesprek","_brands\u002Fupvoice\u002Fen\u002Fhome",{"eyebrow":206,"title":207,"text":208},"What clients say","The people who ran the dialogue","Directors, advisers and project leaders on what happens when a large group gets to weigh in.",{"title":210,"text":211,"linkLabel":212},"Seven moments when you want to hear from your organisation","For each of these moments you sharpen one question, everyone joins in live and you see which next step has support.","View",{"label":214,"sublabel":215,"title":216,"note":217,"options":218,"afterText":229,"afterLink":230},"Working with Upvoice","2 ways","You get started yourself, or we guide your project.","If you hold dialogues often, you work on Upvoice yourself with a licence. For a single project, choose full service.",[219,224],{"name":220,"tag":221,"title":222,"text":223},"Licence","For repeated use","Your own access to Upvoice","Your team runs sessions itself, whenever needed. We train your team and run the first session together.",{"name":225,"tag":226,"title":227,"text":228},"Full service","For single projects","We guide every step","From sharpening your question to a report the organisation can act on. What you mainly provide is the substance.","Want to know what suits you and what it costs?",{"label":231,"to":53},"See pricing","fGowMZVzG-xkPDwUZRm2mb3di7-YTu2pege9_rU_XbY",{"id":234,"title":235,"extension":14,"items":236,"meta":261,"stem":262,"text":263,"__hash__":264},"faq_en\u002F_brands\u002Fupvoice\u002Fen\u002Ffaq.yml","Frequently asked questions",[237,240,243,246,249,252,255,258],{"question":238,"answer":239},"What makes Upvoice different from an online survey?","Every written message is rated by other participants. A message first goes to four others; with a lot of support it spreads step by step to the rest. That way participants' messages become the answer options that others vote on. That gives you a fuller picture than separate open questions.",{"question":241,"answer":242},"Why does it have to be anonymous?","Almost every dialogue touches on things people do not easily say out loud in a group, because they are critical, controversial or simply feel awkward. We know from experience that anonymity increases both the honesty and the depth of the conversation.",{"question":244,"answer":245},"Can Upvoice handle dialogues in multiple languages?","Yes. Everyone takes part in their own language. Thanks to real-time translation we work with more than 120 languages, even mixed together in a single session.",{"question":247,"answer":248},"Is Upvoice suitable for any group size?","A dialogue makes sense once a group no longer fits in one meeting room. For sensitive topics, for example within a team, the dialogue is a safe place to speak freely, and it works from 8 people. At the upper end, up to 10,000 people take part at once.",{"question":250,"answer":251},"How does Upvoice handle privacy and data security?","Upvoice stores no personal data. Every participant gets a random code; a single functional cookie keeps the session together.",{"question":253,"answer":254},"Is anonymity guaranteed?","Yes. Every participant gets a random code instead of a name. Nobody can trace a message back to a person, not even us. Reporting per segment only happens for groups of at least eight people.",{"question":256,"answer":257},"How do we get access to the platform?","In two ways. With a licence you work on Upvoice yourself, a product of Synthetron NV: we train your team and run the first session together. For a single project, choose full service and we take care of everything. Your participants only need a link.",{"question":259,"answer":260},"What does it cost?","That depends on how often you run a dialogue, with how many people and how much guidance you want. With a licence, the cost per session is lower than with separate projects. After an introductory call you get a tailored proposal.",{},"_brands\u002Fupvoice\u002Fen\u002Ffaq","Is your question not listed? Ask it in an introductory call and we will go through it together.","04Mrs21kPhRFYVkCDHAEhXn0gQorJMIrQF3d3UYZzlo",[266,320,368,414,458,506,552],{"id":267,"title":24,"body":268,"deliverables":275,"description":279,"extension":280,"faq":281,"hero":288,"kicker":291,"meta":292,"navigation":293,"order":294,"path":25,"problem":295,"report":298,"seo":302,"seoTitle":303,"stem":304,"steps":305,"to":25,"trigger":318,"__hash__":319},"toepassingen_en\u002Ftoepassingen\u002F1.medewerkersonderzoek-verdiepen.md",{"type":269,"value":270,"toc":271},"minimark",[],{"title":272,"searchDepth":273,"depth":273,"links":274},"",2,[],[276,277,278],"Interpretation of scores and underlying causes","Actions ranked by support","Report for HR, management and the works council","The survey results are in, but the why is missing. One dialogue around the key scores delivers a prioritised action list.","md",[282,285],{"question":283,"answer":284},"Does this replace our existing survey?","No. The dialogue deepens the survey you already have: the score comes from the questionnaire, the why and the next step come from the conversation.",{"question":286,"answer":287},"Will people still take part after a survey?","Yes. The dialogue shows that something is done with their earlier answers and that these lead to follow-up.",{"title":289,"text":290},"An action list that employees have weighed themselves.","The employee or satisfaction survey gave you a score. Synthetron runs live dialogues around the key scores. Employees explain where a score comes from and vote on what should be done about it.","The why behind the score",{},true,1,[296,297],"The survey is in, the figures have been presented, and then it stalls. The scores show where it chafes, but say little about the cause. Working groups often deliver the opinion of a small group, and next year you measure the same score again.","Making sense of it need not take weeks. Your people often know exactly why the score is what it is; you just have to ask in a way that gets them to say it.",[299,300,277,301],"Interpretation per theme with anonymous quotes","Causes and tensions behind the scores","Participant version for feedback",{"title":24,"description":279},null,"toepassingen\u002F1.medewerkersonderzoek-verdiepen",[306,310,314],{"label":307,"title":308,"text":309},"Step 1","Question design","We translate the key scores into a dialogue script in the language of your organisation.",{"label":311,"title":312,"text":313},"Step 2","Live dialogue","Employees respond to each other anonymously, add to each other's points and vote on the causes that are mentioned.",{"label":315,"title":316,"text":317},"Step 3","Weighing actions","Employees vote on possible solutions. For each proposal you see what percentage agrees.","The employee or satisfaction survey is in, but the why is missing.","ub2XycX6khKA65cv2dY4f9qlkxhRyV11H1d0Woiu-Qk",{"id":321,"title":27,"body":322,"deliverables":326,"description":330,"extension":280,"faq":331,"hero":338,"kicker":341,"meta":342,"navigation":293,"order":273,"path":28,"problem":343,"report":346,"seo":351,"seoTitle":303,"stem":352,"steps":353,"to":28,"trigger":366,"__hash__":367},"toepassingen_en\u002Ftoepassingen\u002F2.verandering.md",{"type":269,"value":323,"toc":324},[],{"title":272,"searchDepth":273,"depth":273,"links":325},[],[327,328,329],"Dialogue before and after the announcement","Concerns and preconditions mapped","Adjustment options with support","A reorganisation, merger or measure has to land. Gauge the concerns before you break the news, and again afterwards.",[332,335],{"question":333,"answer":334},"Can this be done before the formal announcement?","Yes. We work with themes and preconditions and design the questions so that confidential details stay inside.",{"question":336,"answer":337},"Does asking questions not stir up unrest?","The unrest is usually already there. By gathering it in a structured and anonymous way, you can respond to it sooner and better.",{"title":339,"text":340},"Know what will pinch before the announcement.","A reorganisation, merger, relocation or far-reaching decision lands better when you know the concerns beforehand. Hold an anonymous dialogue before you break the news and a second one afterwards. Adjust based on what gets the most support.","Dialogue around the announcement",{},[344,345],"In any major change, the real concerns are mostly shared at the coffee machine. By the time they reach the steering group, they have been filtered and softened.","With a dialogue beforehand and a second one after the start, you hear where people get stuck. Then you can adjust before resistance shapes the execution.",[347,348,349,350],"Concerns and preconditions beforehand","Support per measure","Adjustment options that get support","Communication points for leadership",{"title":27,"description":330},"toepassingen\u002F2.verandering",[354,358,362],{"label":355,"title":356,"text":357},"Before","The pre-dialogue","We ask which concerns exist and what people need to be able to come along.",{"label":359,"title":360,"text":361},"During","The check","After the announcement or start, we ask how the change is landing. Participants vote on proposals for adjusting.",{"label":363,"title":364,"text":365},"After","Report and follow-up","The outcome feeds communication, priorities and concrete adjustments.","A reorganisation, merger, relocation or measure has to land.","NV2r1Gfce5ef2kI8WKfDCfuo6POBkc_ILUR26PQdnDw",{"id":369,"title":30,"body":370,"deliverables":374,"description":378,"extension":280,"faq":379,"hero":386,"kicker":389,"meta":390,"navigation":293,"order":391,"path":31,"problem":392,"report":395,"seo":400,"seoTitle":303,"stem":401,"steps":402,"to":31,"trigger":412,"__hash__":413},"toepassingen_en\u002Ftoepassingen\u002F3.sociale-veiligheid.md",{"type":269,"value":371,"toc":372},[],{"title":272,"searchDepth":273,"depth":273,"links":373},[],[375,376,377],"Question design with anonymity boundaries","Live dialogue around the sensitive topic","Reporting suitable for the board and works council","An anonymous dialogue about topics people do not discuss out loud. With reporting for the board, HR and the works council.",[380,383],{"question":381,"answer":382},"Does this replace a reporting channel or confidential adviser?","No. Those routes remain necessary for individual reports. The dialogue shows which experiences and preconditions are shared more widely.",{"question":384,"answer":385},"How do you protect anonymity?","Contributions cannot be traced back to individuals and small groups are not reported separately. We agree those boundaries in advance.",{"title":387,"text":388},"The conversation that otherwise never happens.","Psychological safety, integrity or the aftermath of an incident: topics where people only speak freely when nobody knows who says what. One live dialogue surfaces what surveys and reporting channels miss.","Honesty on sensitive topics",{},3,[393,394],"On sensitive topics the usual instruments fall short. In a traceable survey people phrase things cautiously, and reporting channels mainly receive what is already being reported formally.","An anonymous dialogue lets people respond without exposing themselves. They can recognise signals, add to them and weigh measures.",[396,397,398,399],"Signals with broad support","Nuance and differences without traceability","Measures ranked by support","Reporting for the board, HR and the works council",{"title":30,"description":378},"toepassingen\u002F3.sociale-veiligheid",[403,406,409],{"label":307,"title":404,"text":405},"Careful question design","We define the right questions, anonymity boundaries and reporting levels in advance.",{"label":311,"title":407,"text":408},"Anonymous dialogue","Participants write what they see and what they need to speak more freely.",{"label":315,"title":410,"text":411},"Reporting","The outcome is translated into usable reporting without exposing individual reports or small groups.","Something sensitive is going on and people are not saying it out loud.","OPYqQZ_sJjMlqDhgtjiW8EnMazw_GTgWIzeFhJVP_bc",{"id":415,"title":33,"body":416,"deliverables":420,"description":424,"extension":280,"faq":425,"hero":432,"kicker":435,"meta":436,"navigation":293,"order":437,"path":34,"problem":438,"report":441,"seo":444,"seoTitle":303,"stem":445,"steps":446,"to":34,"trigger":456,"__hash__":457},"toepassingen_en\u002Ftoepassingen\u002F4.besluit-toetsen.md",{"type":269,"value":417,"toc":418},[],{"title":272,"searchDepth":273,"depth":273,"links":419},[],[421,422,423],"Support per choice or measure","Objections and preconditions clustered","Refinements with broad support","There is a plan on the table. Test where the support is and which objections you need to take seriously.",[426,429],{"question":427,"answer":428},"Is this suitable when the decision is almost fixed?","Yes, as long as there is still room to refine implementation, communication or preconditions.",{"question":430,"answer":431},"What if participants reject the plan?","Then you know before the decision gets stuck. The outcome also shows which adjustment does get support.",{"title":433,"text":434},"Know where the support is before you decide.","When a plan or measure is almost final, you put it to the people who have to work with it. You see where they hesitate and which adjustment gets their support.","A plan that is almost final",{},4,[439,440],"A decision can be right on substance and still get stuck on resistance that surfaces too late. Especially when only the outspoken voices are heard.","If you test the decision beforehand, you hear which parts get support and under which conditions people go along.",[421,442,423,443],"Main objections and conditions","Decision input for management or the board",{"title":33,"description":424},"toepassingen\u002F4.besluit-toetsen",[447,450,453],{"label":307,"title":448,"text":449},"Sharpen the decision","We translate the plan into concrete choices, questions and scenarios that participants can weigh.",{"label":311,"title":451,"text":452},"Test the support","Participants respond anonymously, build on each other and weigh the main options.",{"label":315,"title":454,"text":455},"Refine","You learn which parts hold up and where the decision needs to be made better.","There is a plan or choice on the table, but the support and the blind spots are still uncertain.","B3uFka5_2ImJdjrVYRz3-3vOcO0vQWZAwr8XN-XB6hY",{"id":459,"title":36,"body":460,"deliverables":464,"description":468,"extension":280,"faq":469,"hero":476,"kicker":479,"meta":480,"navigation":293,"order":481,"path":37,"problem":482,"report":485,"seo":489,"seoTitle":303,"stem":490,"steps":491,"to":37,"trigger":504,"__hash__":505},"toepassingen_en\u002Ftoepassingen\u002F5.strategie.md",{"type":269,"value":461,"toc":462},[],{"title":272,"searchDepth":273,"depth":273,"links":463},[],[465,466,467],"Understanding and doubt per strategic theme","Translation to practice and teams","Priorities for communication and execution","A strategy only works when people understand it and dare to question it. Let teams and layers respond to it.",[470,473],{"question":471,"answer":472},"Can this be done without putting the strategy up for debate?","Yes. The dialogue is then about how people understand the course and what it takes to carry it out.",{"question":474,"answer":475},"Is this only for executive communication?","No. It makes the course concrete from the practice of the organisation.",{"title":477,"text":478},"Test whether the course comes across to your people.","In a dialogue, employees respond to the strategic direction. You hear where they hesitate and what they need to apply the course in their work.","Strategy in practice",{},5,[483,484],"Strategy is often presented as if understanding follows automatically. In reality, interpretations emerge per layer, team and region.","In a strategy dialogue you see which parts of the course people endorse and where questions remain. That is where the work for communication and execution lies.",[465,486,487,488],"Translation to practice per group or layer","Preconditions for execution","Priorities for communication and follow-up",{"title":36,"description":468},"toepassingen\u002F5.strategie",[492,496,500],{"label":493,"title":494,"text":495},"Round 1","Test the course","Participants respond to the strategic direction and say what they recognise or miss.",{"label":497,"title":498,"text":499},"Round 2","Translate","We explore what the course means for work, teams, customers or execution.",{"label":501,"title":502,"text":503},"Round 3","Commitment","The main priorities and preconditions are weighed for support and feasibility.","A strategy only works when people understand it and can translate it into their own work.","_E1g8ueQ4HtvsIWK5wLw_yc52aPzK6mKx-7IQ59-9M0",{"id":507,"title":39,"body":508,"deliverables":512,"description":516,"extension":280,"faq":517,"hero":524,"kicker":527,"meta":528,"navigation":293,"order":529,"path":40,"problem":530,"report":533,"seo":538,"seoTitle":303,"stem":539,"steps":540,"to":40,"trigger":550,"__hash__":551},"toepassingen_en\u002Ftoepassingen\u002F6.raadplegen.md",{"type":269,"value":509,"toc":510},[],{"title":272,"searchDepth":273,"depth":273,"links":511},[],[513,514,515],"Broad reach in one live dialogue","Percentage in agreement per direction","Feedback that participants recognise","Hear large groups in one hour and make visible where they differ and which direction gets support.",[518,521],{"question":519,"answer":520},"Is this representative?","We report clearly who was reached and which groups took part. Because all participants vote anonymously on each other's messages, you see per proposal how broad the support is.",{"question":522,"answer":523},"When do you start with a demo dialogue?","When you want to experience the format yourself before inviting a broad group.",{"title":525,"text":526},"Consult hundreds of people in one hour.","For moments when you need to hear widely what people think, and scattered responses are not enough. In an anonymous dialogue hundreds of people respond to each other and you see where they agree.","Broad and demonstrable",{},6,[531,532],"A consultation quickly becomes a form, a stand-alone survey or a meeting with the people who would turn up anyway. That way you miss the conversation between viewpoints.","Synthetron brings large groups into conversation at the same time. Participants respond to each other and vote on each other's messages. That way you see which direction gets support.",[534,535,536,537],"Widely supported themes","Differences between groups where relevant","Support per direction or proposal","Feedback for participants",{"title":39,"description":516},"toepassingen\u002F6.raadplegen",[541,544,547],{"label":307,"title":542,"text":543},"Audience and question","We determine who needs to be heard and which question calls for broad consultation.",{"label":311,"title":545,"text":546},"Live consultation","Hundreds of participants can respond, build on each other and weigh at the same time.",{"label":315,"title":548,"text":549},"Feedback","The outcome goes back to the participants: what was gathered and what happens with it.","You need to hear many people, without the conversation dissolving into scattered responses.","-VD_txzts9kDofvDgsTLPNAqpMqfWeeJ1KHlNowV0lY",{"id":553,"title":42,"body":554,"deliverables":558,"description":562,"extension":280,"faq":563,"hero":570,"kicker":573,"meta":574,"navigation":293,"order":575,"path":43,"problem":576,"report":579,"seo":584,"seoTitle":303,"stem":585,"steps":586,"to":43,"trigger":598,"__hash__":599},"toepassingen_en\u002Ftoepassingen\u002F7.continu-luisteren.md",{"type":269,"value":555,"toc":556},[],{"title":272,"searchDepth":273,"depth":273,"links":557},[],[559,560,561],"Recurring dialogues with the organisation","Comparable reporting per round","Regular feedback to participants","Do not wait for signals to escalate. A fixed dialogue calendar lets leadership hear periodically what is changing.",[564,567],{"question":565,"answer":566},"Is this a continuous survey?","No. These are live dialogues at fixed moments, and feedback follows after each round.",{"question":568,"answer":569},"How do you prevent listening fatigue?","By only asking when something will be done with the outcome, and by visibly feeding back what has been done.",{"title":571,"text":572},"Let the organisation speak every quarter.","With a fixed dialogue calendar, leadership hears directly what is changing and which themes keep coming back.","A fixed listening calendar",{},7,[577,578],"Many organisations only hear something when a survey is scheduled or when signals are already escalating.","Continuous listening turns dialogue into a fixed rhythm: short, clear rounds with comparable reporting, visible feedback and follow-up.",[580,581,582,583],"Report per dialogue round","Recurring themes and shifts","Actions and decisions with support","Feedback format for participants",{"title":42,"description":562},"toepassingen\u002F7.continu-luisteren",[587,591,594],{"label":588,"title":589,"text":590},"Rhythm","Listening calendar","We schedule fixed moments around surveys, decision-making, change or current topics.",{"label":592,"title":312,"text":593},"Round","Every round has a sharp theme and runs the same way, so you can compare rounds.",{"label":595,"title":596,"text":597},"Follow-up","Compare and feed back","Reports make visible what is changing and what calls for action.","You do not want to wait for signals to escalate or for the next survey to appear.","ZkaoYLWHv5P-PeiL0rDa1Rzdadm2jnGzMBP-D_XE2G4",[601,681,740,788,845,893,938,983,1029,1078,1122,1166,1211],{"id":602,"title":603,"body":604,"category":654,"client":154,"description":655,"extension":280,"image":656,"insight":661,"intro":662,"linkLabel":663,"liveSlug":664,"meta":665,"metrics":666,"navigation":293,"order":294,"path":676,"quote":303,"scope":677,"seo":678,"seoTitle":303,"stem":679,"to":676,"__hash__":680},"cases_en\u002Fcases\u002F1.gasunie.md","From three core values to recognisable behaviour",{"type":269,"value":605,"toc":648},[606,611,615,618,622,625,628,632,635,638,642,645],[607,608,610],"h2",{"id":609},"from-abstract-values-to-concrete-behaviour","From abstract values to concrete behaviour",[612,613,614],"p",{},"Core values on the wall change nothing. The real work starts with the translation: what behaviour goes with ownership, simplification and collaboration, and what does that look like on an ordinary working day?",[612,616,617],{},"The usual ways of finding this out each fall short in their own way. Interviews go deep, but reach only a few dozen people; everyone else feels unheard. Surveys reach everyone, but miss the conversation. Working groups think along, but take a lot of time and leave most of the organisation on the sidelines.",[607,619,621],{"id":620},"four-dialogues-over-700-voices","Four dialogues, over 700 voices",[612,623,624],{},"In four online dialogues of just under an hour, more than 700 employees talked at the same time and anonymously about one question: what do these values mean in your work, and what behaviour goes with them? Participants contributed ideas and rated each other's. What gained support rose to the top on its own.",[612,626,627],{},"In a short time, this created a shared picture, carried by a large group of colleagues and not only by whoever spoke loudest.",[607,629,631],{"id":630},"why-it-worked-giving-meaning-together","Why it worked: giving meaning together",[612,633,634],{},"Employees decided for themselves what good behaviour is. As a result, nobody had to impose it from above afterwards.",[612,636,637],{},"The way the questions were framed helped with that. The question \"what opportunities do you see to simplify your work?\" puts people into a design mindset. And \"what makes you sometimes fall back into old behaviour?\" accuses nobody. That made room for honest reflection on workload and the example set by managers.",[607,639,641],{"id":640},"from-6000-messages-to-a-culture-compass","From 6,000 messages to a culture compass",[612,643,644],{},"The dialogues produced 6,000 messages, rated and prioritised by the employees themselves. A clear direction emerged for every question.",[612,646,647],{},"On that basis, Gasunie built its own culture compass, describing for each core value what the behaviour looks like on a good day and on a bad day. That way everyone knows what the values look like in everyday work.",{"title":272,"searchDepth":273,"depth":273,"links":649},[650,651,652,653],{"id":609,"depth":273,"text":610},{"id":620,"depth":273,"text":621},{"id":630,"depth":273,"text":631},{"id":640,"depth":273,"text":641},"Organisaties","More than 700 employees each described what a new culture means in their everyday work. The result became a culture compass.",{"src":657,"alt":658,"width":659,"height":660},"\u002Fimages\u002Fcases\u002Fgasunie.png","Gasunie's head office in Groningen, seen from the lawn in front of it",1536,1024,"Employees described for themselves what behaviour belongs to the core values. That became the culture compass.","The Dutch energy sector is changing dramatically, and Gasunie is changing with it: from natural gas to hydrogen and heat. That calls for an organisation that can adapt faster. The board had chosen three core values. The question was what those values mean on the shop floor, and how you determine that with the whole organisation rather than for it.","Read the case study for Gasunie","gasunie",{},[667,670,673],{"value":668,"label":669},"700+","employees",{"value":671,"label":672},"4","online dialogues",{"value":674,"label":675},"6,000","messages","\u002Fcases\u002Fgasunie","700+ employees",{"title":603,"description":655},"cases\u002F1.gasunie","cfhVbHg-Epb9YtJhPMnuKy_htjZY5DZ_3B6LXDS2CNE",{"id":682,"title":683,"body":684,"category":712,"client":713,"description":714,"extension":280,"image":715,"insight":720,"intro":721,"linkLabel":722,"liveSlug":723,"meta":724,"metrics":725,"navigation":293,"order":273,"path":735,"quote":303,"scope":736,"seo":737,"seoTitle":303,"stem":738,"to":735,"__hash__":739},"cases_en\u002Fcases\u002F2.szw.md","Professionals and citizens, each heard separately on new policy",{"type":269,"value":685,"toc":707},[686,690,693,697,700,704],[607,687,689],{"id":688},"the-challenge","The challenge",[612,691,692],{},"How do you involve two groups with clashing interests in a way that takes both seriously, without one drowning out the other?",[607,694,696],{"id":695},"the-approach","The approach",[612,698,699],{},"Two separate one-hour online dialogues. One brought together staff from municipalities, UWV and the SVB; the other a representative group of citizens. In both sessions, anonymity made rank and job title invisible, so that everyone's message carried equal weight.",[607,701,703],{"id":702},"the-outcome","The outcome",[612,705,706],{},"Within a single day, nuanced insights from both worlds were on the table, showing clearly where opinions aligned and where they didn't. Notably, 60% of participating citizens said they had more trust in government after the session.",{"title":272,"searchDepth":273,"depth":273,"links":708},[709,710,711],{"id":688,"depth":273,"text":689},{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"Overheid","Dutch Ministry of Social Affairs and Employment (SZW)","For the Enforcement Strategy, SZW heard enforcers and citizens on one day, each in a dialogue of their own.",{"src":716,"alt":717,"width":718,"height":719},"\u002Fimages\u002Fcases\u002Fm-accelerator-y-tsy3-pyfptc-unsplash.jpg","Participants talking with each other during a meeting in a bright room",2000,1333,"Afterwards, 60% of the participating citizens said they had more trust in government.","The 2025 Enforcement Strategy had to combine tailored approaches with consistency, and distinguish an honest mistake from deliberate fraud. Two groups see that very differently: the professionals who enforce the rules, and the citizens who are affected by them.","Read the case study for Dutch Ministry of Social Affairs and Employment (SZW)","szw-nl",{},[726,729,732],{"value":727,"label":728},"2","separate dialogues",{"value":730,"label":731},"1 day","for both worlds",{"value":733,"label":734},"60%","citizens with more trust","\u002Fcases\u002Fszw","2 dialogues, 1 day",{"title":683,"description":714},"cases\u002F2.szw","ISSdfKkj-kKk8JhUepSroMisxLFW6cssOaFlJ-M4Ucs",{"id":741,"title":742,"body":743,"category":654,"client":759,"description":760,"extension":280,"image":761,"insight":766,"intro":767,"linkLabel":768,"liveSlug":769,"meta":770,"metrics":771,"navigation":293,"order":391,"path":780,"quote":781,"scope":784,"seo":785,"seoTitle":303,"stem":786,"to":780,"__hash__":787},"cases_en\u002Fcases\u002F3.westerkim.md","A strategic shift that the whole organisation helped shape",{"type":269,"value":744,"toc":755},[745,747,750,752],[607,746,696],{"id":695},[612,748,749],{},"In five online dialogues, more than 200 participants from three groups joined the conversation: employees, volunteers and family. Instead of a survey, an anonymous conversation, where every voice carried equal weight regardless of role or position.",[607,751,703],{"id":702},[612,753,754],{},"A shared vision emerged, along with a clear picture of the practical obstacles and opportunities involved in putting it into practice.",{"title":272,"searchDepth":273,"depth":273,"links":756},[757,758],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"Westerkim","Care organisation Westerkim shifted its focus from care to residents' wellbeing. Employees, volunteers and family helped determine the direction.",{"src":762,"alt":763,"width":764,"height":765},"\u002Fimages\u002Fcases\u002Fscreenshot-2026-01-19-at-16-34-10.png","Two hands holding each other",916,988,"More than 200 employees, volunteers and family members contributed, each with an equal voice.","Westerkim wanted to shift course: from thinking in terms of care to thinking in terms of residents' wellbeing. A change like that only succeeds if the people who deliver it every day help shape it.","Read the case study for Westerkim","westerkim-nl",{},[772,775,777],{"value":773,"label":774},"200+","participants",{"value":776,"label":672},"5",{"value":778,"label":779},"3","target groups","\u002Fcases\u002Fwesterkim",{"text":782,"author":783,"role":759},"Really enjoyable. It's great that our opinion is asked for and that we're involved.","Participant","200+ participants",{"title":742,"description":760},"cases\u002F3.westerkim","0_tC2q2eUkh-ftfUDnL-cO4eQc26HoWP6MHYBVloVCk",{"id":789,"title":790,"body":791,"category":654,"client":163,"description":816,"extension":280,"image":817,"insight":821,"intro":822,"linkLabel":823,"liveSlug":824,"meta":825,"metrics":826,"navigation":293,"order":437,"path":836,"quote":837,"scope":841,"seo":842,"seoTitle":303,"stem":843,"to":836,"__hash__":844},"cases_en\u002Fcases\u002F4.anwb.md","6,000 members, one well-founded recommendation to Dutch parliament",{"type":269,"value":792,"toc":811},[793,795,798,800,803,806,808],[607,794,689],{"id":688},[612,796,797],{},"How do you meaningfully involve thousands of members in a topic that many people find complicated, without it turning into votes for or against with no explanation?",[607,799,696],{"id":695},[612,801,802],{},"Over seven online dialogues spread across three days, more than 6,000 members discussed the proposals with each other. They responded anonymously to each other's arguments, so that the nuances and doubts became visible too.",[612,804,805],{},"Within two weeks, there was a report. It went to the government, and every member of parliament received a copy.",[607,807,703],{"id":702},[612,809,810],{},"The recommendation was based on the carefully weighed opinion of more than 6,000 members, including their nuances and doubts.",{"title":272,"searchDepth":273,"depth":273,"links":812},[813,814,815],{"id":688,"depth":273,"text":689},{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"On the road-pricing scheme, ANWB consulted 6,000 members over three days. The resulting recommendation went to every member of parliament.",{"src":818,"alt":272,"width":819,"height":820},"\u002Fimages\u002Fcases\u002Fanwb.jpg",1920,2880,"Within two weeks there was a report, and every member of parliament received a copy.","The kilometre charge was technical and controversial, and ANWB didn't want to speak on behalf of its members without knowing what those members actually thought. A survey would have produced numbers, but not a well-founded position.","Read the case study for ANWB","hoe-de-anwb-6-000-meningen-consolideerde-tot-beleidsadvies-voor-den-haag",{},[827,830,833],{"value":828,"label":829},"6,000+","members",{"value":831,"label":832},"7","sessions over 3 days",{"value":834,"label":835},"2 weeks","to the report","\u002Fcases\u002Fanwb",{"text":838,"author":839,"role":840},"Synthetron helped us in a very professional way to reach more than 6,000 members in online conversations about the key issues of the kilometre-charge proposal.","Guido van Woerkom","former CEO, ANWB","6,000+ members",{"title":790,"description":816},"cases\u002F4.anwb","XVvbWgOpEkZAmfx333ihwWVwEYQwljInhXjXWq3LUE8",{"id":846,"title":847,"body":848,"category":654,"client":870,"description":871,"extension":280,"image":872,"insight":874,"intro":875,"linkLabel":876,"liveSlug":877,"meta":878,"metrics":879,"navigation":293,"order":481,"path":888,"quote":303,"scope":889,"seo":890,"seoTitle":303,"stem":891,"to":888,"__hash__":892},"cases_en\u002Fcases\u002F5.umcg.md","From a three-yearly survey to a dialogue where teams design their own solutions",{"type":269,"value":849,"toc":866},[850,852,855,858,860,863],[607,851,696],{"id":695},[612,853,854],{},"Anonymous dialogue sessions that teams could hold at a time that suited them, on laptop or tablet. Nine fixed questions kept the results comparable from year to year, while the open round left room for the story behind the numbers.",[612,856,857],{},"Over three years, 150 teams took part, from medical staff to the kitchen, together producing 23,000 messages.",[607,859,703],{"id":702},[612,861,862],{},"Every team received its own report within a week, with solutions it had proposed itself. At sector level, consolidated reports showed how the organisation was developing compared with the baseline measurement.",[612,864,865],{},"Management ended up with both figures and concrete, prioritised improvement points, straight from the shop floor.",{"title":272,"searchDepth":273,"depth":273,"links":867},[868,869],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"UMCG","UMCG replaced the standard survey with team dialogues. Over three years, 150 teams took part, generating 23,000 messages with solutions per team.",{"src":873,"alt":272,"width":819,"height":820},"\u002Fimages\u002Fcases\u002Fumcg.jpg","Within a week every team had its own report, with solutions it had come up with itself.","The three-yearly employee survey produced scores, but little movement. Teams barely recognised themselves in it, and no solutions came out of it. UMCG wanted a format that actually activates people.","Read the case study for UMCG","case-improving-employee-satisfaction",{},[880,883,885],{"value":881,"label":882},"150","teams",{"value":884,"label":675},"23,000",{"value":886,"label":887},"1 week","to the team report","\u002Fcases\u002Fumcg","150 teams",{"title":847,"description":871},"cases\u002F5.umcg","60CdbDpEM_SmixelgCzGxri9HQZBQIqTeCmke8pz678",{"id":894,"title":895,"body":896,"category":654,"client":160,"description":915,"extension":280,"image":916,"insight":920,"intro":921,"linkLabel":922,"liveSlug":923,"meta":924,"metrics":925,"navigation":293,"order":529,"path":933,"quote":303,"scope":934,"seo":935,"seoTitle":303,"stem":936,"to":933,"__hash__":937},"cases_en\u002Fcases\u002F6.rabobank.md","Stakeholders from four corners in one conversation about sustainability",{"type":269,"value":897,"toc":911},[898,900,903,906,908],[607,899,696],{"id":695},[612,901,902],{},"A dialogue in three phases: a short introduction via Teams, a structured one-hour Synthetron session around five sustainability questions, and a reflection by an expert panel.",[612,904,905],{},"During the session, a moderator followed what came up live and adjusted the script accordingly, so the conversations stayed on track.",[607,907,703],{"id":702},[612,909,910],{},"Rabobank gathered a wide range of perspectives on sustainability and banking, as a basis for future policy. Participants valued the approach: \"compliments for your consultation method\".",{"title":272,"searchDepth":273,"depth":273,"links":912},[913,914],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"Rabobank brought government, NGOs, academia and business together in one structured dialogue to inform its sustainability policy.",{"src":917,"alt":272,"width":918,"height":919},"\u002Fimages\u002Fcases\u002Frabobank.jpg",1782,1188,"A moderator followed the session live and adjusted the script to what came up.","In line with its mission \"Growing a Better World Together\", Rabobank wanted not to talk about its stakeholders but with them, and to use their insights to sharpen its policy.","Read the case study for Rabobank","hoe-rabobank-meerdere-stakeholders-betrok-doormiddel-van-online-dialogen",{},[926,928,930],{"value":671,"label":927},"stakeholder groups",{"value":776,"label":929},"sustainability themes",{"value":931,"label":932},"real-time","adjustment","\u002Fcases\u002Frabobank","4 stakeholder groups",{"title":895,"description":915},"cases\u002F6.rabobank","15f7caliBpFD_h0UzcO3MQvlD6Dya74YJUCVxcraGX0",{"id":939,"title":940,"body":941,"category":712,"client":957,"description":958,"extension":280,"image":959,"insight":962,"intro":963,"linkLabel":964,"liveSlug":965,"meta":966,"metrics":967,"navigation":293,"order":575,"path":975,"quote":976,"scope":979,"seo":980,"seoTitle":303,"stem":981,"to":975,"__hash__":982},"cases_en\u002Fcases\u002F7.justitie.md","150 managers innovating in a crisis, without a single room",{"type":269,"value":942,"toc":953},[943,945,948,950],[607,944,696],{"id":695},[612,946,947],{},"Synthetron was combined with Webex in three repeated cycles: a manager presented an innovation via Webex (5 minutes), departments discussed in Synthetron how applicable it was (10 minutes), and the organisers summarised the outcome (5 minutes).",[607,949,703],{"id":702},[612,951,952],{},"In just over an hour, there was a series of concrete ideas for improving processes, backed by the whole group rather than by the few people who otherwise tend to dominate.",{"title":272,"searchDepth":273,"depth":273,"links":954},[955,956],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"Dutch Ministry of Justice and Security","During the coronavirus pandemic, the ministry had 150 managers learn remotely from each other's ways of working. A video call became a conversation with everyone at once.",{"src":960,"alt":272,"width":819,"height":961},"\u002Fimages\u002Fcases\u002Fjustitie.jpg",1280,"In three short cycles, 150 managers discussed each other's innovations and how applicable they were.","In the middle of the coronavirus crisis, the ministry needed to keep innovating while teams worked from home and couldn't meet in person. An ordinary video conference lets one person talk and everyone else listen. Precisely not what an innovation session needs.","Read the case study for Dutch Ministry of Justice and Security","case-hoe-synthetron-sessie-met-150-managers-innoveren-in-crisistijd-mogelijk-maakte-voor-het-nederlandse-ministerie-van-justitie",{},[968,970,972],{"value":881,"label":969},"managers",{"value":778,"label":971},"cycles",{"value":973,"label":974},"1 hour","to usable ideas","\u002Fcases\u002Fjustitie",{"text":977,"author":978,"role":957},"Synthetron lets everyone talk, respond, debate and find relevant insights. That's essential for any innovation process.","Organiser","150 managers",{"title":940,"description":958},"cases\u002F7.justitie","bmo1MNOOKGEpAR8lGz7nmDuSYOQSvTR0H3XfWygCLF8",{"id":984,"title":985,"body":986,"category":654,"client":1002,"description":1003,"extension":280,"image":1004,"insight":1006,"intro":1007,"linkLabel":1008,"liveSlug":1009,"meta":1010,"metrics":1011,"navigation":293,"order":1020,"path":1021,"quote":1022,"scope":1025,"seo":1026,"seoTitle":303,"stem":1027,"to":1021,"__hash__":1028},"cases_en\u002Fcases\u002F8.belgacom.md","An employer brand built from the ground up",{"type":269,"value":987,"toc":998},[988,990,993,995],[607,989,696],{"id":695},[612,991,992],{},"Over eleven online dialogues across three days, in three languages, employees from six segments important to the organisation had their say. The 3H framework was used to capture the emotional, rational and competence sides of being an employer.",[607,994,703],{"id":702},[612,996,997],{},"A profile emerged for each segment, summarised in clear management reports. Belgacom used this to revise its EVP, which fed through into employer branding, job postings, the careers site and new programmes.",{"title":272,"searchDepth":273,"depth":273,"links":999},[1000,1001],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"Belgacom","Belgacom determined its Employee Value Proposition not in the boardroom, but in eleven dialogues with six core groups, in three languages.",{"src":1005,"alt":272,"width":819,"height":961},"\u002Fimages\u002Fcases\u002Fbelgacom.jpg","Belgacom revised its EVP on the basis of eleven dialogues, and this carried through into the job adverts.","Generic recruitment material says little about who you really are as an employer. Belgacom wanted to base its Employee Value Proposition on what employees themselves say about the organisation.","Read the case study for Belgacom","case-building-employee-value-proposition-from-the-bottom-up",{},[1012,1015,1017],{"value":1013,"label":1014},"11","dialogues",{"value":778,"label":1016},"languages",{"value":1018,"label":1019},"6","core segments",8,"\u002Fcases\u002Fbelgacom",{"text":1023,"author":1024,"role":1002},"The Synthetron process is simple, the outcome is very valuable, and our people genuinely enjoyed taking part.","Project lead","11 dialogues",{"title":985,"description":1003},"cases\u002F8.belgacom","tKm2vslM9tzM-6N5AJWhg8083bVg4RrdzEqlGw9fJdk",{"id":1030,"title":1031,"body":1032,"category":654,"client":1048,"description":1049,"extension":280,"image":1050,"insight":1053,"intro":1054,"linkLabel":1055,"liveSlug":1056,"meta":1057,"metrics":1058,"navigation":293,"order":1068,"path":1069,"quote":1070,"scope":1074,"seo":1075,"seoTitle":303,"stem":1076,"to":1069,"__hash__":1077},"cases_en\u002Fcases\u002F9.mckinsey.md","Twenty leading experts on three continents, reaching consensus in one session",{"type":269,"value":1033,"toc":1044},[1034,1036,1039,1041],[607,1035,696],{"id":695},[612,1037,1038],{},"In an online session, the experts responded to statements about treatment pathways and improvements in care, and voted on each other's input. Geographic distance played no role; the platform showed by itself where the experts agreed.",[607,1040,703],{"id":702},[612,1042,1043],{},"The session produced more than 500 substantive statements, of which more than 100 gained broad support. The insights were available immediately and were later published in a research paper.",{"title":272,"searchDepth":273,"depth":273,"links":1045},[1046,1047],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"McKinsey & Company","To pool knowledge on depression treatment, McKinsey brought together academics from Harvard, Yale and Oxford in a single online dialogue.",{"src":1051,"alt":272,"width":819,"height":1052},"\u002Fimages\u002Fcases\u002Fmckinsey.jpg",1440,"In one session with twenty experts, more than 100 of over 500 statements gained broad support.","McKinsey wanted a quick, well-founded picture of what improves depression treatment, based on the insights of leading experts. Those experts were scattered around the world and had packed schedules.","Read the case study for McKinsey & Company","case-engaging-high-level-experts",{},[1059,1062,1065],{"value":1060,"label":1061},"20+","experts",{"value":1063,"label":1064},"500+","statements",{"value":1066,"label":1067},"100+","statements with broad support",9,"\u002Fcases\u002Fmckinsey",{"text":1071,"author":1072,"role":1073},"Compliments on the careful preparation and the pace this interactive format achieved.","Dr. Jorge Santos da Silva","Partner, McKinsey & Company","20+ experts",{"title":1031,"description":1049},"cases\u002F9.mckinsey","uS3gSgd_T6exGz4qXg5t4d37_HBURe4qKIQ2iP2fRPc",{"id":1079,"title":1080,"body":1081,"category":712,"client":1097,"description":1098,"extension":280,"image":1099,"insight":1102,"intro":1103,"linkLabel":1104,"liveSlug":1105,"meta":1106,"metrics":1107,"navigation":293,"order":1116,"path":1117,"quote":303,"scope":1118,"seo":1119,"seoTitle":303,"stem":1120,"to":1117,"__hash__":1121},"cases_en\u002Fcases\u002F10.duitse-buitenlandzaken.md","350 colleagues from Berlin to the embassies, one picture from four conversations",{"type":269,"value":1082,"toc":1093},[1083,1085,1088,1090],[607,1084,696],{"id":695},[612,1086,1087],{},"Four 75-minute online conversations produced almost 3,250 ideas. A multi-step analysis looked at the content, at expectations about the culture, and at recurring language patterns.",[607,1089,703],{"id":702},[612,1091,1092],{},"A clear picture emerged of the desired internal culture, the priorities, and how to bridge the distance between locations. Colleagues around the world were able to take part in the process within a short time.",{"title":272,"searchDepth":273,"depth":273,"links":1094},[1095,1096],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"German Federal Foreign Office","After a review of foreign policy, the German ministry gathered input from more than 350 employees worldwide, on culture and direction.",{"src":1100,"alt":272,"width":819,"height":1101},"\u002Fimages\u002Fcases\u002Fduitse-buitenlandzaken.jpg",1276,"In four sessions of 75 minutes, 350 employees worldwide contributed almost 3,250 ideas.","After the 2014 policy review, senior leadership wanted to know how employees viewed the organisation's culture and its European direction, from the central departments in Berlin to embassies around the world. Those voices are worlds apart.","Read the case study for German Federal Foreign Office","case-learning-about-the-perception-of-germanys-foreign-policy",{},[1108,1111,1113],{"value":1109,"label":1110},"350+","employees worldwide",{"value":671,"label":1112},"sessions of 75 min",{"value":1114,"label":1115},"~3,250","ideas",10,"\u002Fcases\u002Fduitse-buitenlandzaken","350+ employees worldwide",{"title":1080,"description":1098},"cases\u002F10.duitse-buitenlandzaken","ZlZGPHu_lRZj0rtn-Lu-EymyiRbfYvYLoCiW36RXxBY",{"id":1123,"title":1124,"body":1125,"category":712,"client":1141,"description":1142,"extension":280,"image":1143,"insight":1146,"intro":1147,"linkLabel":1148,"liveSlug":1149,"meta":1150,"metrics":1151,"navigation":293,"order":1160,"path":1161,"quote":303,"scope":1162,"seo":1163,"seoTitle":303,"stem":1164,"to":1161,"__hash__":1165},"cases_en\u002Fcases\u002F11.vrom-randstad-2040.md","Citizens determined the priorities for Randstad 2040 themselves",{"type":269,"value":1126,"toc":1137},[1127,1129,1132,1134],[607,1128,696],{"id":695},[612,1130,1131],{},"In guided online dialogues, 400 citizens explored the future of mobility, housing, transport and urbanisation, with custom-tailored scripts and professional moderation.",[607,1133,703],{"id":702},[612,1135,1136],{},"The sessions produced widely-supported, contested and rejected positions, which sped up the follow-up conversations with stakeholders. In the end, parliament adopted recommendations from the research.",{"title":272,"searchDepth":273,"depth":273,"links":1138},[1139,1140],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"Dutch Ministry of Housing, Spatial Planning and the Environment (VROM)","For its vision on the future of the Randstad, the Ministry of VROM consulted 400 citizens on mobility, housing and urbanisation. Parliament adopted the recommendations.",{"src":1144,"alt":272,"width":819,"height":1145},"\u002Fimages\u002Fcases\u002Fvrom-randstad-2040.jpg",1207,"Parliament adopted recommendations from the research among 400 citizens.","A vision for the Randstad (Amsterdam, Rotterdam, The Hague) needs input from the people who live there. The usual methods failed to capture those varied perspectives adequately.","Read the case study for Dutch Ministry of Housing, Spatial Planning and the Environment (VROM)","case-inviting-citizens-to-share-their-views",{},[1152,1155,1157],{"value":1153,"label":1154},"400","citizens",{"value":671,"label":1156},"themes",{"value":1158,"label":1159},"adopted","by parliament",11,"\u002Fcases\u002Fvrom-randstad-2040","400 citizens",{"title":1124,"description":1142},"cases\u002F11.vrom-randstad-2040","9DZs9J4n_DcGJH6A41tSio2GzA2uKALQ4NCr12FABqA",{"id":1167,"title":1168,"body":1169,"category":654,"client":1185,"description":1186,"extension":280,"image":1187,"insight":1190,"intro":1191,"linkLabel":1192,"liveSlug":1193,"meta":1194,"metrics":1195,"navigation":293,"order":1205,"path":1206,"quote":303,"scope":1207,"seo":1208,"seoTitle":303,"stem":1209,"to":1206,"__hash__":1210},"cases_en\u002Fcases\u002F12.frontline-strategie.md","The field force gave direction to the R&D strategy",{"type":269,"value":1170,"toc":1181},[1171,1173,1176,1178],[607,1172,696],{"id":695},[612,1174,1175],{},"An online brainstorm with representatives from the field force, with a custom-tailored script and moderation that gave everyone equal room, including the quieter participants who usually stay silent in meetings.",[607,1177,703],{"id":702},[612,1179,1180],{},"A ranked list of requirements for product development, plus concrete ideas for packaging, communication and distribution. Some priorities turned out to be cheaper and easier to realise than the planned R&D, and the field force's engagement increased.",{"title":272,"searchDepth":273,"depth":273,"links":1182},[1183,1184],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"Pharmaceutical company","A pharmaceutical company gathered unfiltered market insights from its own field force and found priorities that were cheaper than the planned R&D.",{"src":1188,"alt":272,"width":819,"height":1189},"\u002Fimages\u002Fcases\u002Ffrontline-strategie.jpg",1282,"Some of the field force's priorities turned out to be cheaper and easier to realise than the planned R&D.","The field force knows what the market wants, but in focus groups a few people drown out the rest. The company wanted input that wasn't shaped by the loudest voices.","Read the case study for Pharmaceutical company","case-involving-frontline-staff-to-shape-the-strategy",{},[1196,1199,1202],{"value":1197,"label":1198},"field force","has its say",{"value":1200,"label":1201},"ranked","by priority",{"value":1203,"label":1204},"cheaper","than planned R&D",12,"\u002Fcases\u002Ffrontline-strategie","field force has its say",{"title":1168,"description":1186},"cases\u002F12.frontline-strategie","YtjKLjpKgvFJUEnUheELzBl1eMAnsIZ0NPDD62gVRPw",{"id":1212,"title":1213,"body":1214,"category":654,"client":1230,"description":1231,"extension":280,"image":1232,"insight":1235,"intro":1236,"linkLabel":1237,"liveSlug":1238,"meta":1239,"metrics":1240,"navigation":293,"order":1250,"path":1251,"quote":303,"scope":1252,"seo":1253,"seoTitle":303,"stem":1254,"to":1251,"__hash__":1255},"cases_en\u002Fcases\u002F13.it-uitrol.md","Same rollout, very different resistance per group",{"type":269,"value":1215,"toc":1226},[1216,1218,1221,1223],[607,1217,696],{"id":695},[612,1219,1220],{},"Using a fixed script on change-readiness, local managers, implementation teams and frontline staff were surveyed separately. Multiple sessions made the shift in attitude visible along the familiar change curve.",[607,1222,703],{"id":702},[612,1224,1225],{},"Under identical conditions, the groups turned out to feel very differently about the change. That only became visible by measuring it per segment. This let the team tailor its approach per group, and gave the project organisation a clear view of obstacles and opportunities.",{"title":272,"searchDepth":273,"depth":273,"links":1227},[1228,1229],{"id":695,"depth":273,"text":696},{"id":702,"depth":273,"text":703},"International energy company","During a global IT rollout, the company measured change-readiness per stakeholder group and tailored its approach accordingly.",{"src":1233,"alt":272,"width":819,"height":1234},"\u002Fimages\u002Fcases\u002Fit-uitrol.jpg",2893,"Because the team measured per segment, it could tailor the approach to each group.","For a major IT rollout across several countries, the company wanted to know beforehand and afterwards how different groups felt about it.","Read the case study for International energy company","case-engaging-stakeholders-in-it-project-roll-out",{},[1241,1244,1247],{"value":1242,"label":1243},"multiple","countries",{"value":1245,"label":1246},"change curve","as a yardstick",{"value":1248,"label":1249},"per segment","mapped out",13,"\u002Fcases\u002Fit-uitrol","multiple countries",{"title":1213,"description":1231},"cases\u002F13.it-uitrol","JlJeYSdZo003ynBfXa_ngSwIWFVpV2EC9ohRcdLqdwA",[1257,1269,1282,1295,1308,1319,1330,1341],{"id":1258,"extension":14,"featured":293,"image":1259,"meta":1264,"name":839,"order":294,"quote":1265,"role":1266,"stem":1267,"__hash__":1268},"testimonials_en\u002Fen\u002Ftestimonials\u002Fguido-van-woerkom.yml",{"src":1260,"alt":1261,"width":1262,"height":1263},"\u002Fimages\u002Ftestimonials\u002Fguido-van-woerkom.jpg","Portrait of Guido van Woerkom, former CEO of ANWB",650,975,{},"Synthetron helped us in a highly professional way to reach more than 6,000 members in online conversations about the key issues of the road-pricing proposal.","Former CEO of ANWB","en\u002Ftestimonials\u002Fguido-van-woerkom","jC8PRx6tHAw0Q8bZRzKLioOLey9uAreOjqNntjOEc-Q",{"id":1270,"extension":14,"featured":1271,"image":1272,"meta":1276,"name":1277,"order":273,"quote":1278,"role":1279,"stem":1280,"__hash__":1281},"testimonials_en\u002Fen\u002Ftestimonials\u002Fmaaike-van-leeuwen.yml",false,{"src":1273,"alt":1274,"width":1275,"height":1275},"\u002Fimages\u002Ftestimonials\u002Fmaaike-van-leeuwen.jpg","Portrait of Maaike van Leeuwen",400,{},"Maaike van Leeuwen","Synthetron has made collaboration and people management so simple and easy for us.","Adviser at Rabobank’s Dialogue Centre of Expertise","en\u002Ftestimonials\u002Fmaaike-van-leeuwen","XiqC16QqAOo1KHi9M0aldRY4_jyYOGJ2n2d8ksi7kss",{"id":1283,"extension":14,"featured":1271,"image":1284,"meta":1289,"name":1290,"order":391,"quote":1291,"role":1292,"stem":1293,"__hash__":1294},"testimonials_en\u002Fen\u002Ftestimonials\u002Falexandra-bemelmans.yml",{"src":1285,"alt":1286,"width":1287,"height":1288},"\u002Fimages\u002Ftestimonials\u002Falexandra-bemelmans.png","Portrait of Alexandra Bemelmans",514,513,{},"Alexandra Bemelmans","Dare to try new things, as we did by opening up topics that are sometimes taboo. It works!","Innovation Project Lead at the City of Amsterdam","en\u002Ftestimonials\u002Falexandra-bemelmans","a9rJJ1UK5wLNXeBMu6TmjfTIj5IoMSbbQoqaVosy9Q0",{"id":1296,"extension":14,"featured":1271,"image":1297,"meta":1302,"name":1303,"order":437,"quote":1304,"role":1305,"stem":1306,"__hash__":1307},"testimonials_en\u002Fen\u002Ftestimonials\u002Fnadine-de-bree-kisoen.yml",{"src":1298,"alt":1299,"width":1300,"height":1301},"\u002Fimages\u002Ftestimonials\u002Fnadine-de-bree-kisoen.jpg","Portrait of Nadine de Bree-Kisoen",2056,2044,{},"Nadine de Bree-Kisoen","Organise conversations like these! People enjoy talking to each other and reflect on themselves as a result, but they also learn from each other.","Programme Manager Healthy at Work at the City of Amsterdam","en\u002Ftestimonials\u002Fnadine-de-bree-kisoen","kAn95Dtwng1FnyP19lnOuEuXtzodWuFPSZzETnk0CxA",{"id":1309,"extension":14,"featured":1271,"image":1310,"meta":1313,"name":1314,"order":481,"quote":1315,"role":1316,"stem":1317,"__hash__":1318},"testimonials_en\u002Fen\u002Ftestimonials\u002Fvera-dubois.yml",{"src":1311,"alt":1312},"\u002Fimages\u002Ftestimonials\u002Fvera-dubois.jpg","Portrait of Vera Dubois",{},"Vera Dubois","Together with Synthetron we were able to gather input from our employees in an accessible way, resulting in core values supported by our people. The process was thorough and the collaboration excellent.","Transformation Project Manager at KLM","en\u002Ftestimonials\u002Fvera-dubois","o19h53_vdpv7fnxh-mu-ZOwTfkfTMrcw5OEbWCRoL2s",{"id":1320,"extension":14,"featured":1271,"image":1321,"meta":1324,"name":1325,"order":529,"quote":1326,"role":1327,"stem":1328,"__hash__":1329},"testimonials_en\u002Fen\u002Ftestimonials\u002Fhilde-sels.yml",{"src":1322,"alt":1323},"\u002Fimages\u002Ftestimonials\u002Fhilde-sels.jpg","Portrait of Hilde Sels",{},"Hilde Sels","Synthetron combines the best of both worlds. As with a focus group, you get highly valuable, substantive insights thanks to the open questions and the interaction between participants. But the number of participants you can involve at the same time is practically unlimited.","Quality expert at Thomas More University of Applied Sciences","en\u002Ftestimonials\u002Fhilde-sels","aHAazPrKCZU9MzMC2sSHLraGoEaGPM7otnBbopq8tko",{"id":1331,"extension":14,"featured":1271,"image":1332,"meta":1335,"name":1336,"order":575,"quote":1337,"role":1338,"stem":1339,"__hash__":1340},"testimonials_en\u002Fen\u002Ftestimonials\u002Fherve-coureil.yml",{"src":1333,"alt":1334},"\u002Fimages\u002Ftestimonials\u002Fherve-coureil.jpeg","Portrait of Herve Coureil",{},"Herve Coureil","I had long been looking for a solution that lets me gather ideas and feedback from a group of managers worldwide in a short time, such as an hour. The usual conference call tools do not deliver that. I have just experienced Synthetron and find it a highly efficient tool for exactly this need.","Senior executive at Schneider Electric, Paris","en\u002Ftestimonials\u002Fherve-coureil","-38XzuilpCKxQA8UCAkw3EFtlwfzt8WC__QTjfmyn_c",{"id":1342,"extension":14,"featured":1271,"image":1343,"meta":1346,"name":1347,"order":1020,"quote":1348,"role":1349,"stem":1350,"__hash__":1351},"testimonials_en\u002Fen\u002Ftestimonials\u002Fliesbeth-dillen.yml",{"src":1344,"alt":1345},"\u002Fimages\u002Ftestimonials\u002Fliesbeth-dillen.jpeg","Portrait of Liesbeth Dillen",{},"Liesbeth Dillen","Synthetron has proven to be a very powerful tool for hearing the voices of all employees. Listening to what lies beneath the surface reveals unspoken obstacles and untapped strengths. It is a real trigger in a change journey, because employees themselves co-create, own and steer the future.","YIN-United","en\u002Ftestimonials\u002Fliesbeth-dillen","b4-g0pzcbrFkCEhfiBbxWSetrZddYHfWLLNEd4J6WKY",1791463166166]