Every two years athletes from all over the world gather to compete in either the summer or winter Olympic Games. They all come with the same goal in mind—to beat the competition and win a medal, preferably a gold one. As spectators watch the games in person or on television, they are seeing the end result of a process that involved years of preparation. It reminds me of the process that those of us in business experience as we use customer and employee surveys and strive to improve our businesses to achieve “best in class” standing. In this paper I will describe the similarities in the processes of “going for the gold” in the competitive environments of the Olympic Games and business.

First, what is a process? A process involves taking inputs and converting them into outputs. An Olympic athlete exercises and practices various movements and then puts these movements together to create a performance. An organization repetitively takes its resources and uses them in a reliable, consistent way to achieve its business goals. Many of the most successful organizations engage in business process management (BPM), a structured approach to analyze and continually improve fundamental activities and major elements of a company’s operation. According to Mohamed Zairi, author of “Business Process Management: A Boundaryless Approach to Modern Competitiveness,” an article published in the Business Process Management Journal, BPM is an approach to competitiveness that involves a continuous focus on customers, quality improvement, and striving for best in class standing. Utilizing BPM can help an organization go for the gold and achieve business success.

When designing questionnaires, the order of items on the questionnaire creates a context, or meaning, for the entire questionnaire. Items placed early on in the questionnaire effect the way in which people respond to later questions.

“Each item will be interpreted by respondents within the context of the questionnaire, previous questions and the wording of each item,” notes Gregory G. Holyk, University of Illinois at Chicago, in the Encyclopedia of Survey Research Methods.

To ensure positive use of context in questionnaires, it is important that you clearly define the purpose of the questionnaire. Start writing drafts of items to be included on the questionnaire – items that directly relate to the purpose of the questionnaire. The next step is to put items into a meaningful format (e.g. open-ended, multiple choice, etc.) and order. The order in which items appear can bias people’s thinking and, thus, their responses to your questions.

I know some people who often repeat phrases such as “What you don’t know can’t hurt you” and “Ignorance is bliss.” I understand why some people believe these statements. We read or watch the news and sometimes feel overwhelmed and/or depressed by all the things happening around the world and even in our own back yards. I actually know some people who avoid the news; stating that it is always bad and they are better off not knowing.

But are they really better off? While the news is full of bad reports, I think of all the good that often comes out of knowing. When the news reports how many people have been adversely impacted by a natural disaster such as an earthquake or a hurricane, many people respond by sending aid. Local tragedies often bring people together as well. Recently in my area people came together to help a charity that had been burglarized by replacing the items that had been stolen. On another occasion, people in our community contributed to an account to help a widow raise her children after her husband was killed in the line of duty.

Sometimes business executives, like the people who do not watch the news, feel inclined to “hear no evil, see no evil, speak no evil” when it comes to what is going on with their employees and/or customers. They choose to bury their heads in the sand and hope for the best. But while this may feel comfortable in the short run, it can have disastrous effects. The trouble with this approach is that problems may exist that, if they are not addressed, can grow until they have the potential to ruin your business. I have a close friend who never developed the habit of going to the doctor for regular checkups. A little over a year ago he began experiencing some pain and for some time he chose to ignore it. Finally, he decided to take the time to get it checked out. Sadly, not only did he have cancer but it had already begun to spread and was in stage four, only one stage away from end stage cancer. That cancer has now spread all over his body and this man has just weeks to live.

A questionnaire is the mainstay of survey research, used most often to gather information from large numbers of individuals. The questionnaire contains questions (or items) administered online or through the mail that have been standardized to mean the same thing to everyone so that responses can be compared to one another.

It’s always best, of course, to generate a plan to direct questionnaire design and implementation. Points to include in the plan include available resources, outcomes, indicators demonstrating outcome success, sources of information, methods used to gather information, and points at which the information will be gathered. Plans to pilot test the questionnaire should also be an integral part of the plan.

Two types of information are often collected. Quantitative information is best gathered using questionnaires, yielding the summary of large amounts of data and generalizations based on statistical projections.

Qualitative information is gathered from a thorough investigation of issues, using multiple methods, including observations, interviews, focus groups, key informants and journals to ultimately tell a story.