[{"data":1,"prerenderedAt":2008},["ShallowReactive",2],{"site:one:en":3,"home:one:en":103,"faq:one:en":248,"gebieden:all:en":280,"toepassingen:all:en":317,"sectoren:all:en":1091,"cases:all:en":1262,"testimonials:all:en":1912},{"id":4,"closeCta":5,"extension":14,"footer":15,"header":81,"meta":100,"stem":101,"__hash__":102},"site_en\u002Fen\u002Fsite.yml",{"title":6,"text":7,"primary":8,"secondary":11},"Ask one question of everyone it concerns","In a demo we show you how your question works as a dialogue: what you ask, who you invite and what you'll have at the end.",{"label":9,"to":10},"Book a demo","\u002Fcontact",{"label":12,"to":13},"Schedule a call","https:\u002F\u002Fcalendly.com\u002Frik-arkema\u002F30min?hide_gdpr_banner=1","yml",{"word":16,"tagline":17,"columns":18,"bar":78},"Synthetron","Anonymous online dialogues with 8 to 10,000 people at once.",[19,38,63],{"id":20,"title":21,"links":22},"foot-toep","Applications",[23,26,29,32,35],{"label":24,"to":25},"Social safety & culture","\u002Ftoepassingen#sociale-veiligheid-cultuur",{"label":27,"to":28},"Strategy & change","\u002Ftoepassingen#strategie-verandering",{"label":30,"to":31},"Participation & policy","\u002Ftoepassingen#participatie-beleid",{"label":33,"to":34},"Employees & organisation","\u002Ftoepassingen#medewerkers-organisatie",{"label":36,"to":37},"Works council","\u002Ftoepassingen\u002Fondernemingsraad",{"id":39,"title":40,"links":41},"foot-org","Organisation",[42,45,48,51,54,57,60],{"label":43,"to":44},"How it works","\u002Fhoe-het-werkt",{"label":46,"to":47},"Pricing","\u002Faanbod",{"label":49,"to":50},"Sectors","\u002Fsectoren",{"label":52,"to":53},"Cases","\u002Fcases",{"label":55,"to":56},"Insights","\u002Fkennis",{"label":58,"to":59},"About us","\u002Fover-ons",{"label":61,"to":62},"Trust","\u002Fvertrouwen",{"id":64,"title":65,"links":66},"foot-contact","Contact",[67,68,69,72,75],{"label":9,"to":10},{"label":12,"to":13},{"label":70,"to":71},"contact@synthetron.com","mailto:contact@synthetron.com",{"label":73,"to":74},"LinkedIn","https:\u002F\u002Fwww.linkedin.com\u002Fcompany\u002Fsynthetron-nv\u002F",{"label":76,"to":77},"Privacy","\u002Fprivacy",[79,80],"Synthetron, since 1999","Data hosted in the EU",{"nav":82,"cta":88,"menu":89,"call":99},[83,85,86,87],{"label":21,"to":84},"\u002Ftoepassingen",{"label":43,"to":44},{"label":52,"to":53},{"label":46,"to":47},{"label":9,"to":10},[90,91,92,93,94,95,96,97,98],{"label":21,"to":84},{"label":49,"to":50},{"label":43,"to":44},{"label":46,"to":47},{"label":52,"to":53},{"label":55,"to":56},{"label":58,"to":59},{"label":61,"to":62},{"label":65,"to":10},{"label":12,"to":13},{},"en\u002Fsite","mnWIdBILhckWYbvgHh4Js-oeZqAj0oXIFCtpwLAIHP0",{"id":104,"benefits":105,"cases":118,"cijfers":122,"extension":14,"gebieden":148,"hero":152,"logos":159,"meta":189,"sectoren":190,"seo":195,"stappen":198,"stem":220,"stemmen":221,"toepassingen":225,"werkwijze":228,"__hash__":247},"home_en\u002Fen\u002Fhome.yml",{"label":106,"title":107,"items":108},"What does it deliver?","Qualitative depth, at scale.",[109,112,115],{"title":110,"text":111},"Understand what people really think","Discover not only what people think, but also why. Get in-depth, qualitative insights from hundreds or thousands of people at once.",{"title":113,"text":114},"Discover what is broadly supported","See which ideas, needs and opinions get the most support within a group. So you know what you can build on.",{"title":116,"text":117},"Involve large groups, without complicated processes","Let hundreds of people think along about important issues at the same time. Efficiently, without organising countless interviews or workshops.",{"label":52,"sublabel":119,"title":120,"text":121},"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":123,"title":124,"lead":125,"figures":126,"facts":136},"Since 1999","Over twenty-five years of giving people a voice","What began in 1999 as pioneering work in anonymous group dialogue is now how boards, municipalities, healthcare and education hear from their people.",[127,130,133],{"value":128,"label":129},"450+","Clients worldwide",{"value":131,"label":132},"200,000+","Participants in a dialogue",{"value":134,"label":135},"40","Countries",[137,141,144],{"term":138,"value":139,"label":140},"Languages","120+","Languages: everyone takes part in their own language",{"term":142,"value":143,"label":142},"Participants per session","10,000",{"term":145,"value":146,"label":147},"Duration","45–75","Minutes per session",{"label":21,"title":149,"text":150,"linkLabel":151},"Four application areas, one way of working","Choose the area that fits your issue. Within each area you will find concrete applications.","All applications",{"eyebrow":153,"title":154,"lead":155,"primary":156,"secondary":157},"Online dialogue with your whole organisation","Hear what people *really* think. See what is broadly supported.","We guide live, anonymous dialogues with 8 to 10,000 people at once. Within an hour you discover which ideas and insights are broadly supported.",{"label":9,"to":10},{"label":158,"to":44},"See how it works",{"label":160,"sublabel":161,"items":162},"Clients","450+ organisations",[163,166,169,172,175,180,183,186],{"src":164,"alt":165},"\u002Flogos\u002Fgasunie.svg","Gasunie",{"src":167,"alt":168},"\u002Flogos\u002Fszw.svg","Dutch Ministry of Social Affairs and Employment",{"src":170,"alt":171},"\u002Flogos\u002Frabobank.svg","Rabobank",{"src":173,"alt":174},"\u002Flogos\u002Fanwb.svg","ANWB",{"src":176,"alt":177,"width":178,"height":179},"\u002Fimages\u002Flogos-live\u002Famsterdam-color-8.png","City of Amsterdam",332,109,{"src":181,"alt":182},"\u002Flogos\u002Fvolkswagen.svg","Volkswagen",{"src":184,"alt":185},"\u002Flogos\u002Fumc-utrecht.svg","UMC Utrecht",{"src":187,"alt":188},"\u002Flogos\u002Frijksoverheid.svg","Government of the Netherlands",{},{"label":191,"title":192,"text":193,"linkLabel":194},"For which organisations?","Fits the context you work in","Synthetron works for healthcare, education, government and business. The applications are not tied to a single sector.","View",{"title":196,"description":197},"Hear what the whole organisation really thinks","Synthetron runs anonymous online dialogues with your whole organisation. From 8 to 10,000 people talk about one question at the same time. Within an hour you see which ideas get the most support.",{"label":199,"sublabel":200,"title":201,"note":202,"steps":203,"afterText":216,"afterLink":217},"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. Participants also respond to each other's ideas. That creates recognition and helps you discover what is broadly supported.",[204,208,212],{"n":205,"title":206,"text":207},"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":209,"title":210,"text":211},"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":213,"title":214,"text":215},"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":218,"to":219},"See how a session unfolds","\u002Fhoe-het-werkt#gesprek","en\u002Fhome",{"eyebrow":222,"title":223,"text":224},"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":226,"text":227,"linkLabel":194},"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.",{"label":229,"sublabel":230,"title":231,"note":232,"options":233,"afterText":244,"afterLink":245},"Working with Synthetron","2 ways","We guide your project, or you get started yourself.","For a single project, choose full service. If you run dialogues more often, you work on Upvoice, our platform, with a licence.",[234,239],{"name":235,"tag":236,"title":237,"text":238},"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.",{"name":240,"tag":241,"title":242,"text":243},"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.","Want to know what suits you and what it costs?",{"label":246,"to":47},"See pricing","AL_ZEtajkJmJRvbd3xbrj6mmhc-cZziz9xYgJ0gvXRs",{"id":249,"title":250,"extension":14,"items":251,"meta":276,"stem":277,"text":278,"__hash__":279},"faq_en\u002Fen\u002Ffaq.yml","Frequently asked questions",[252,255,258,261,264,267,270,273],{"question":253,"answer":254},"What makes Synthetron 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":256,"answer":257},"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":259,"answer":260},"Can Synthetron 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":262,"answer":263},"Is Synthetron 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":265,"answer":266},"How does Synthetron 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":268,"answer":269},"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":271,"answer":272},"How do we get access to the platform?","In two ways. With a licence you work on Upvoice, the Synthetron platform, yourself: we train your team and run the first session together. For a single project you choose full service, and we take care of everything. Your participants only need a link.",{"question":274,"answer":275},"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.",{},"en\u002Ffaq","Is your question not listed? Ask it in an introductory call and we will go through it together.","cI6sKreNdHm3CYTdmjDBdCo5cipMjR6q40RJF_jNGnA",[281,290,299,308],{"id":282,"title":24,"color":283,"description":284,"extension":14,"key":285,"meta":286,"order":287,"stem":288,"__hash__":289},"gebieden_en\u002Fen\u002Fgebieden\u002F2.sociale-veiligheid-cultuur.yml","violet","Make sensitive experiences and day-to-day practice open to discussion, including for people who are rarely heard.","sociale-veiligheid-cultuur",{},1,"en\u002Fgebieden\u002F2.sociale-veiligheid-cultuur","F4yAZn1vYYo4WJeh1f0EurN_k97wy5FyObaA3di5ENE",{"id":291,"title":27,"color":292,"description":293,"extension":14,"key":294,"meta":295,"order":296,"stem":297,"__hash__":298},"gebieden_en\u002Fen\u002Fgebieden\u002F1.strategie-verandering.yml","coral","Discover what is broadly supported for the course, understand what change demands in practice and adjust based on what works.","strategie-verandering",{},2,"en\u002Fgebieden\u002F1.strategie-verandering","8lyRALBQJg9K7tymPfw1aMp525ZtuLvtkkutiN5efCM",{"id":300,"title":30,"color":301,"description":302,"extension":14,"key":303,"meta":304,"order":305,"stem":306,"__hash__":307},"gebieden_en\u002Fen\u002Fgebieden\u002F3.participatie-beleid.yml","teal","Let residents, students and other stakeholders contribute substantively to policy and public issues.","participatie-beleid",{},3,"en\u002Fgebieden\u002F3.participatie-beleid","mVT9L9G4Wnfl7_YSKWiEbo9cgXuc3NJHK5q4DcSYkXA",{"id":309,"title":33,"color":310,"description":311,"extension":14,"key":312,"meta":313,"order":314,"stem":315,"__hash__":316},"gebieden_en\u002Fen\u002Fgebieden\u002F4.medewerkers-organisatie.yml","amber","Understand what lies behind the figures, make use of employees' knowledge and give the works council a strong voice.","medewerkers-organisatie",{},4,"en\u002Fgebieden\u002F4.medewerkers-organisatie","bjZ12OTQxlEuAmpSvnw-UQyCmnNXeCBfPwEkToiUJQM",[318,378,431,482,532,587,641,692,743,794,845,894,942,991,1041],{"id":319,"title":320,"body":321,"deliverables":327,"description":331,"extension":332,"faq":333,"gebied":294,"hero":346,"kicker":349,"label":350,"meta":351,"navigation":352,"order":287,"path":353,"problem":354,"report":357,"seo":361,"seoTitle":350,"stem":362,"steps":363,"to":353,"trigger":376,"__hash__":377},"toepassingen_en\u002Ftoepassingen\u002F1.strategie.md","Shaping strategy",{"type":322,"value":323,"toc":324},"minimark",[],{"title":325,"searchDepth":296,"depth":296,"links":326},"",[],[328,329,330],"Understanding and doubt per strategic theme","Translation to practice and teams","Priorities for communication and execution","Discover what is broadly supported for the course. Let teams and layers contribute and translate the strategy into their own work.","md",[334,337,340,343],{"question":335,"answer":336},"Does the strategy have to be finished already?","No. You can let people help shape the direction, or put a draft strategy to them. Either way you see which parts are broadly supported and where questions remain.",{"question":338,"answer":339},"Can this be done without the strategy itself being up for discussion?","Yes. The dialogue is then about how people understand the direction and what they need to carry it out in their own work.",{"question":341,"answer":342},"How many people can take part?","Up to 10,000 participants per session, across departments, locations and levels. That way you hear the whole organisation in one hour, not just the management team.",{"question":344,"answer":345},"What is the logical next step?","Often a second session with employees closer to implementation, to make the direction concrete. Later you can test whether the implementation works.",{"title":347,"text":348},"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",null,{},true,"\u002Ftoepassingen\u002Fstrategie",[355,356],"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.",[328,358,359,360],"Translation to practice per group or layer","Preconditions for execution","Priorities for communication and follow-up",{"title":320,"description":331},"toepassingen\u002F1.strategie",[364,368,372],{"label":365,"title":366,"text":367},"Round 1","Test the course","Participants respond to the strategic direction and say what they recognise or miss.",{"label":369,"title":370,"text":371},"Round 2","Translate","We explore in depth what the course means for work, teams, customers or execution.",{"label":373,"title":374,"text":375},"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.","2Fa3x8O2dupT-94GSHBC9nzw1mmIx12ASqXiN3U28EY",{"id":379,"title":380,"body":381,"deliverables":385,"description":389,"extension":332,"faq":390,"gebied":294,"hero":400,"kicker":403,"label":350,"meta":404,"navigation":352,"order":296,"path":405,"problem":406,"report":409,"seo":414,"seoTitle":350,"stem":415,"steps":416,"to":405,"trigger":429,"__hash__":430},"toepassingen_en\u002Ftoepassingen\u002F2.verandering.md","Guiding change",{"type":322,"value":382,"toc":383},[],{"title":325,"searchDepth":296,"depth":296,"links":384},[],[386,387,388],"Dialogue before and after the announcement","Concerns and preconditions mapped","Adjustment options with support","Understand obstacles and opportunities from practice. Hear the concerns before you break the news, and again afterwards.",[391,394,397],{"question":392,"answer":393},"Can this be done before the formal announcement?","Yes. We work with themes and preconditions and design the questions so that confidential details do not get out.",{"question":395,"answer":396},"Doesn't asking questions stir up unrest?","The unrest is often already there. By gathering it in a structured and anonymous way, you can respond to it sooner and better.",{"question":398,"answer":399},"What does this deliver besides the concerns?","You also hear what people need for the change to succeed, and which ideas for that are broadly supported. That gives direction to communication and implementation.",{"title":401,"text":402},"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",{},"\u002Ftoepassingen\u002Fverandering",[407,408],"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.",[410,411,412,413],"Concerns and preconditions beforehand","Support per measure","Adjustment options that get support","Communication points for leadership",{"title":380,"description":389},"toepassingen\u002F2.verandering",[417,421,425],{"label":418,"title":419,"text":420},"Before","The pre-dialogue","We ask which concerns exist and what people need to be able to come along.",{"label":422,"title":423,"text":424},"During","The check","After the announcement or start, we ask how the change is landing. Participants vote on proposals for adjusting.",{"label":426,"title":427,"text":428},"After","Report and follow-up","The outcome feeds communication, priorities and concrete adjustments.","A reorganisation, merger, relocation or measure has to land.","0FohqrG6lUEkkwSHl8OIv4gL6fPWHHKm_hJD9cxFNDY",{"id":432,"title":433,"body":434,"deliverables":438,"description":442,"extension":332,"faq":443,"gebied":294,"hero":453,"kicker":456,"label":350,"meta":457,"navigation":352,"order":305,"path":458,"problem":459,"report":462,"seo":465,"seoTitle":350,"stem":466,"steps":467,"to":458,"trigger":480,"__hash__":481},"toepassingen_en\u002Ftoepassingen\u002F3.besluit-toetsen.md","Testing plans and developing them together",{"type":322,"value":435,"toc":436},[],{"title":325,"searchDepth":296,"depth":296,"links":437},[],[439,440,441],"Support per choice or measure","Objections and preconditions clustered","Refinements with broad support","There is a proposed direction. Discover what is broadly supported and develop the plan in more detail together with the group involved.",[444,447,450],{"question":445,"answer":446},"Is this suitable when the decision is almost final?","Yes, as long as there is still room to sharpen the implementation, communication or preconditions.",{"question":448,"answer":449},"What if participants reject the plan?","Then you know before the decision stalls. The outcome also shows which adjustment does have support.",{"question":451,"answer":452},"What is the difference with a survey about the plan?","A survey measures agreement. In the dialogue people also respond to each other's objections and proposals, so you see which adjustment is broadly supported and why.",{"title":454,"text":455},"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",{},"\u002Ftoepassingen\u002Fbesluit-toetsen",[460,461],"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.",[439,463,441,464],"Main objections and conditions","Decision input for management or the board",{"title":433,"description":442},"toepassingen\u002F3.besluit-toetsen",[468,472,476],{"label":469,"title":470,"text":471},"Step 1","Sharpen the decision","We translate the plan into concrete choices, questions and scenarios that participants can weigh.",{"label":473,"title":474,"text":475},"Step 2","Test the support","Participants respond anonymously, build on each other and weigh the main options.",{"label":477,"title":478,"text":479},"Step 3","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.","maHljEHR_Okknba-W14TuBswbhsXOihtTSDpo5iGzJ4",{"id":483,"title":484,"body":485,"deliverables":489,"description":493,"extension":332,"faq":494,"gebied":294,"hero":504,"kicker":507,"label":350,"meta":508,"navigation":352,"order":314,"path":509,"problem":510,"report":513,"seo":518,"seoTitle":350,"stem":519,"steps":520,"to":509,"trigger":530,"__hash__":531},"toepassingen_en\u002Ftoepassingen\u002F4.implementatie-bijsturen.md","Adjusting implementation",{"type":322,"value":486,"toc":487},[],{"title":325,"searchDepth":296,"depth":296,"links":488},[],[490,491,492],"What works and what chafes, in the words of the people implementing it","Proposals for adjustment that are broadly supported","A clear picture of differences between teams or locations","Learn during implementation what works in practice and where adjustment is needed, from the people who do the work.",[495,498,501],{"question":496,"answer":497},"Does this replace a progress report?","No. A report shows whether milestones are being met. The dialogue shows how the implementation is experienced in practice and what is needed to adjust course.",{"question":499,"answer":500},"How often do you do this?","Often once halfway and, if needed, again after a major adjustment. That way you also see whether the adjustment has an effect.",{"question":502,"answer":503},"Who do you invite?","Mainly the people who carry out the approach every day. They are the first to see what works and what gets stuck.",{"title":505,"text":506},"Discover what works, while it is running.","A plan is only truly tested in implementation. Ask the people who work with it what helps and what chafes, and see which adjustments are broadly supported.","Learning from practice",{},"\u002Ftoepassingen\u002Fimplementatie-bijsturen",[511,512],"Once a change has started, attention shifts to planning and progress. What happens on the shop floor reaches you late and filtered.","A dialogue halfway through shows what is going well, where it gets stuck and which adjustments receive the most support. You adjust based on insight, not assumptions.",[514,515,516,517],"What works in practice","Bottlenecks that most people recognise","Proposals for adjustment with support per group","Differences between teams or locations",{"title":484,"description":493},"toepassingen\u002F4.implementatie-bijsturen",[521,524,527],{"label":469,"title":522,"text":523},"Choosing the moment","Together we decide when an interim dialogue will deliver the most and who should take part.",{"label":473,"title":525,"text":526},"The practice dialogue","Participants anonymously share what they see in implementation and vote on each other's experiences and proposals.",{"label":477,"title":528,"text":529},"Adjusting","The outcome shows which adjustments are broadly supported, so you can adjust in a targeted way.","A new approach or strategy has started, and you want to know what works in practice.","w3DH2Dg14O0wKfvFUQ6EKzYTKv-wRXyAaQsYMR-iaT0",{"id":533,"title":534,"body":535,"deliverables":539,"description":543,"extension":332,"faq":544,"gebied":294,"hero":554,"kicker":557,"label":558,"meta":559,"navigation":352,"order":560,"path":561,"problem":562,"report":565,"seo":570,"seoTitle":350,"stem":571,"steps":572,"to":561,"trigger":585,"__hash__":586},"toepassingen_en\u002Ftoepassingen\u002F5.continu-luisteren.md","Keep hearing what is going on",{"type":322,"value":536,"toc":537},[],{"title":325,"searchDepth":296,"depth":296,"links":538},[],[540,541,542],"Recurring dialogues with the organisation","Comparable reporting per round","Regular feedback to participants","An ongoing connection between top and shop floor, the vertical dialogue. A new application that we are developing further together with clients.",[545,548,551],{"question":546,"answer":547},"How far along is this application?","The vertical dialogue is a new, promising application. We do not yet apply it widely and are developing it further together with clients.",{"question":549,"answer":550},"Is this a continuous survey?","No. These are live dialogues at set moments, with feedback after each round.",{"question":552,"answer":553},"How do you prevent listening fatigue?","By only asking when something will be done with the outcome and by visibly reporting back on what was done.",{"title":555,"text":556},"Keep hearing what is going on at the shop floor.","With recurring dialogues, leadership hears directly what is changing and which themes keep coming back. This vertical dialogue is new; we are developing it further together with the first clients.","Vertical dialogue","New",{},5,"\u002Ftoepassingen\u002Fcontinu-luisteren",[563,564],"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.",[566,567,568,569],"Report per dialogue round","Recurring themes and shifts","Actions and decisions with support","Feedback format for participants",{"title":534,"description":543},"toepassingen\u002F5.continu-luisteren",[573,577,581],{"label":574,"title":575,"text":576},"Rhythm","Listening calendar","We schedule fixed moments around surveys, decision-making, change or current topics.",{"label":578,"title":579,"text":580},"Round","Live dialogue","Every round has a sharp theme and runs the same way, so you can compare rounds.",{"label":582,"title":583,"text":584},"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.","q-ApULUqIk31NpoPD6Rmw7zsAV8EmXBsHPeuGJBd4Do",{"id":588,"title":589,"body":590,"deliverables":594,"description":598,"extension":332,"faq":599,"gebied":285,"hero":612,"kicker":615,"label":350,"meta":616,"navigation":352,"order":617,"path":618,"problem":619,"report":622,"seo":627,"seoTitle":350,"stem":628,"steps":629,"to":618,"trigger":639,"__hash__":640},"toepassingen_en\u002Ftoepassingen\u002F6.sociale-veiligheid.md","Social safety dialogue",{"type":322,"value":591,"toc":592},[],{"title":325,"searchDepth":296,"depth":296,"links":593},[],[595,596,597],"Question design with anonymity boundaries","Live dialogue around the sensitive topic","Reporting suitable for the board and works council","Make sensitive experiences and signals open to discussion in an anonymous dialogue. With reporting for the board, HR and the works council.",[600,603,606,609],{"question":601,"answer":602},"Does this replace a reporting point or confidential adviser?","No. Those routes remain necessary for individual reports. The dialogue shows which experiences and preconditions are more widely felt.",{"question":604,"answer":605},"How do you protect anonymity?","Each participant receives a random code instead of a name, and groups are only reported on separately from eight participants. We agree those limits with you in advance.",{"question":607,"answer":608},"What if something serious comes up during the session?","In advance we agree how to handle that, and we point participants to the existing routes for individual reports. The dialogue itself stays about patterns, not people.",{"question":610,"answer":611},"Who gets to see the outcome?","You decide that in advance. Often the report goes to the board, HR and works council, and participants receive a summary with the next steps.",{"title":613,"text":614},"The conversation that otherwise never happens.","Social 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",{},6,"\u002Ftoepassingen\u002Fsociale-veiligheid",[620,621],"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.",[623,624,625,626],"Signals with broad support","Nuance and differences without traceability","Measures ranked by support","Reporting for the board, HR and the works council",{"title":589,"description":598},"toepassingen\u002F6.sociale-veiligheid",[630,633,636],{"label":469,"title":631,"text":632},"Careful question design","We define the right questions, anonymity boundaries and reporting levels in advance.",{"label":473,"title":634,"text":635},"Anonymous dialogue","Participants write what they see and what they need to speak more freely.",{"label":477,"title":637,"text":638},"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.","Eu6zmCbvMGCh0Yw0sBlFXBYyfooWgcV1mrqJM_AxL6Y",{"id":642,"title":643,"body":644,"deliverables":648,"description":652,"extension":332,"faq":653,"gebied":285,"hero":663,"kicker":666,"label":350,"meta":667,"navigation":352,"order":668,"path":669,"problem":670,"report":673,"seo":678,"seoTitle":350,"stem":679,"steps":680,"to":669,"trigger":690,"__hash__":691},"toepassingen_en\u002Ftoepassingen\u002F7.cultuur-en-samenwerking.md","Culture and collaboration",{"type":322,"value":645,"toc":646},[],{"title":325,"searchDepth":296,"depth":296,"links":647},[],[649,650,651],"A shared picture of day-to-day practice","Patterns that are widely recognised","Improvement ideas with support per group","Understand how people experience day-to-day practice, and discover which improvements in collaboration are broadly supported.",[654,657,660],{"question":655,"answer":656},"What is the difference with the social safety dialogue?","This dialogue is about everyday collaboration and culture. The social safety dialogue focuses on sensitive experiences and signals that call for extra care.",{"question":658,"answer":659},"Can we report back per team?","Yes, from eight participants per group. That keeps anonymity guaranteed.",{"question":661,"answer":662},"Can teams or departments respond to each other?","Yes. Everyone sees and rates messages from other teams anonymously. That shows which improvements in collaboration across boundaries are broadly supported.",{"title":664,"text":665},"See how collaboration really works.","Culture lives in day-to-day practice. Let employees anonymously say what is going well and what could be better, and discover which improvements many people share.","Day-to-day practice",{},7,"\u002Ftoepassingen\u002Fcultuur-en-samenwerking",[671,672],"There are plenty of opinions about culture and collaboration, but few shared pictures. What is discussed in management does not always match what employees experience.","In an anonymous dialogue, employees respond to each other's experiences. You see which patterns are widely recognised and which improvements gain support.",[674,675,676,677],"Themes that are widely recognised","Differences between teams or departments","Improvement ideas with the most support","Quotes that show the practice",{"title":643,"description":652},"toepassingen\u002F7.cultuur-en-samenwerking",[681,684,687],{"label":469,"title":682,"text":683},"Sharpening the question","Together we make the question concrete, for example about collaboration between departments or about what makes good work possible.",{"label":473,"title":685,"text":686},"The dialogue","Employees anonymously share their experiences and vote on what they recognise.",{"label":477,"title":688,"text":689},"From picture to improvement","The outcome shows which patterns and ideas are broadly supported, as a basis for concrete agreements.","You want to know how collaboration really works, between teams, departments or layers of the organisation.","H86SyWn0IEWHXXB-lZJFWPbmHCM_X3xK28d52EPWhfE",{"id":693,"title":694,"body":695,"deliverables":699,"description":703,"extension":332,"faq":704,"gebied":285,"hero":714,"kicker":717,"label":350,"meta":718,"navigation":352,"order":719,"path":720,"problem":721,"report":724,"seo":729,"seoTitle":350,"stem":730,"steps":731,"to":720,"trigger":741,"__hash__":742},"toepassingen_en\u002Ftoepassingen\u002F8.lastige-onderwerpen.md","Opening up difficult topics",{"type":322,"value":696,"toc":697},[],{"title":325,"searchDepth":296,"depth":296,"links":698},[],[700,701,702],"Perspectives that are rarely heard","A safe conversation about a charged topic","Insight into what is broadly supported and where views differ","Create space for perspectives that are rarely heard, with an anonymous conversation about what is hard to say out loud.",[705,708,711],{"question":706,"answer":707},"Which topics are suitable?","Topics people are reluctant to discuss in an ordinary meeting, for example inclusion, workload or the relationship with managers.",{"question":709,"answer":710},"How do you ensure anonymity?","Each participant receives a random code instead of a name. Reporting per group only happens from eight participants.",{"question":712,"answer":713},"Won't it turn into a complaints session?","No. The question is aimed at what is needed, and participants vote on each other's ideas. That brings up what is broadly supported, not who shouts loudest.",{"title":715,"text":716},"Give quiet perspectives a voice.","Some topics are not easy to discuss in a meeting. In an anonymous dialogue, people share what they really think, and you see which perspectives many people share.","Room for quiet voices",{},8,"\u002Ftoepassingen\u002Flastige-onderwerpen",[722,723],"With sensitive or charged topics, you mainly hear the people who take the floor easily. Those who doubt or hold a minority position stay silent.","Because everyone takes part anonymously and votes on each other's contributions, quiet perspectives also come to the surface. You see what is broadly supported and where people think differently.",[725,726,727,728],"Perspectives that are broadly supported","Differences in experience between groups","Signals that call for attention","Proposals for follow-up",{"title":694,"description":703},"toepassingen\u002F8.lastige-onderwerpen",[732,735,738],{"label":469,"title":733,"text":734},"Careful preparation","We word the question so that everyone feels free to respond, and decide who takes part.",{"label":473,"title":736,"text":737},"The anonymous dialogue","Participants write anonymously and vote on each other's contributions. Nobody sees who wrote what.",{"label":477,"title":739,"text":740},"Careful feedback","The outcome shows what is broadly supported, with attention to the perspectives of smaller groups.","There is a topic that people would rather not speak about in a meeting.","_EAkrc4E9oWBSlDTXMC5dcPVQL_nx7OmheaxLvMHRXA",{"id":744,"title":745,"body":746,"deliverables":750,"description":754,"extension":332,"faq":755,"gebied":303,"hero":765,"kicker":768,"label":350,"meta":769,"navigation":352,"order":770,"path":771,"problem":772,"report":775,"seo":780,"seoTitle":350,"stem":781,"steps":782,"to":771,"trigger":792,"__hash__":793},"toepassingen_en\u002Ftoepassingen\u002F9.raadplegen.md","Consulting stakeholders",{"type":322,"value":747,"toc":748},[],{"title":325,"searchDepth":296,"depth":296,"links":749},[],[751,752,753],"Broad reach in one live dialogue","Percentage in agreement per direction","Feedback that participants recognise","Let relevant stakeholders contribute broadly, from employees and customers to partners and residents, for example for the CSRD double materiality assessment.",[756,759,762],{"question":757,"answer":758},"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":760,"answer":761},"Can different stakeholder groups take part in one session?","Yes. Employees, customers, partners and residents take part in the same dialogue, also in their own language. The report shows per group what is broadly supported.",{"question":763,"answer":764},"Does this help with the double materiality assessment for the CSRD?","Yes. You see per stakeholder group which topics are experienced as material and how broadly that is supported. That supports the assessment and its substantiation.",{"title":766,"text":767},"Consult all your stakeholders 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",{},9,"\u002Ftoepassingen\u002Fraadplegen",[773,774],"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.",[776,777,778,779],"Widely supported themes","Differences between groups where relevant","Support per direction or proposal","Feedback for participants",{"title":745,"description":754},"toepassingen\u002F9.raadplegen",[783,786,789],{"label":469,"title":784,"text":785},"Audience and question","We determine who needs to be heard and which question calls for broad consultation.",{"label":473,"title":787,"text":788},"Live consultation","Hundreds of participants can respond, build on each other and weigh at the same time.",{"label":477,"title":790,"text":791},"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.","-uWRbto2ngzgqeGFXq9Q08efFOOFH-5iek-17LoTeiM",{"id":795,"title":796,"body":797,"deliverables":801,"description":805,"extension":332,"faq":806,"gebied":303,"hero":816,"kicker":819,"label":350,"meta":820,"navigation":352,"order":821,"path":822,"problem":823,"report":826,"seo":831,"seoTitle":350,"stem":832,"steps":833,"to":822,"trigger":843,"__hash__":844},"toepassingen_en\u002Ftoepassingen\u002F10.beleid-ontwikkelen.md","Developing and testing policy",{"type":322,"value":798,"toc":799},[],{"title":325,"searchDepth":296,"depth":296,"links":800},[],[802,803,804],"Ideas and concerns from practice","Preconditions that are broadly supported","Substantiation of the policy process","Gather ideas, concerns and practical consequences from the people affected by the policy, before it is set in stone.",[807,810,813],{"question":808,"answer":809},"Can this also be used to evaluate existing policy?","Yes. You then ask what works, where it gets stuck and what is needed to adjust it.",{"question":811,"answer":812},"Does this work between organisations?","Yes, for example between a ministry and implementing agencies. Everyone takes part anonymously, so critical points are raised as well.",{"question":814,"answer":815},"When in the policy process does this fit best?","Early enough that there is still room to do something with the input: during exploration, on a draft or before introduction.",{"title":817,"text":818},"Policy that fits practice.","Let the people who will work with the policy contribute substantively. You hear ideas, concerns and practical consequences, and see what is broadly supported.","Policy that works in practice",{},10,"\u002Ftoepassingen\u002Fbeleid-ontwikkelen",[824,825],"Policy is often developed at a distance from implementation. What chafes in practice only surfaces once the policy has already been introduced.","A dialogue with implementers, professionals or other stakeholders shows in advance what works, where it chafes and which preconditions are widely shared.",[827,828,829,830],"Ideas and concerns per element of the policy","Preconditions with the most support","Differences between stakeholder groups","Overview of who took part",{"title":796,"description":805},"toepassingen\u002F10.beleid-ontwikkelen",[834,837,840],{"label":469,"title":835,"text":836},"Question and stakeholders","We determine which policy or choice is on the table and who should contribute.",{"label":473,"title":838,"text":839},"The policy dialogue","Stakeholders respond anonymously to the proposed direction and to each other's ideas and concerns.",{"label":477,"title":841,"text":842},"Outcome and follow-up","The report shows per element what is broadly supported and which adjustments are needed.","New policy is being developed or existing policy evaluated, and you want to know what it means in practice.","pxAn7B-58zz9gaVGoV4wNm2jiIPS3N3MHXSPShtA8aU",{"id":846,"title":847,"body":848,"deliverables":852,"description":856,"extension":332,"faq":857,"gebied":303,"hero":867,"kicker":870,"label":350,"meta":871,"navigation":352,"order":872,"path":873,"problem":874,"report":877,"seo":881,"seoTitle":350,"stem":882,"steps":883,"to":873,"trigger":892,"__hash__":893},"toepassingen_en\u002Ftoepassingen\u002F11.inwonersparticipatie.md","Resident participation",{"type":322,"value":849,"toc":850},[],{"title":325,"searchDepth":296,"depth":296,"links":851},[],[853,854,855],"Broad reach among residents","Ideas and concerns with support per neighbourhood or group","A participation report showing who has been heard","Involve residents in public issues, including the people you do not see at a public consultation evening.",[858,861,864],{"question":859,"answer":860},"We already have a participation platform.","Keep it. A platform collects responses over time; the dialogue brings many residents into conversation at a single moment.",{"question":862,"answer":863},"How do you reach more than the usual participants?","People join via a single link, on any device and without an account, and it takes about an hour. That lowers the threshold for residents who do not attend a public consultation evening.",{"question":865,"answer":866},"How do you account for what was gathered?","The report shows who was involved, what was gathered and which points are broadly supported. That helps with substantiation and with giving feedback to residents.",{"title":868,"text":869},"Hear what residents really think.","A live, anonymous dialogue lets many residents contribute at the same time. They respond to each other's ideas and you see which direction is broadly supported.","Beyond the usual faces",{},11,"\u002Ftoepassingen\u002Finwonersparticipatie",[875,876],"Public consultation evenings and response forms mainly reach the people who would come anyway. The conversation between viewpoints is missing.","An online dialogue also draws in residents you would otherwise hear less readily. They respond to each other, so it becomes visible what is broadly supported and where opinions differ.",[878,879,830,880],"Ideas and concerns that are broadly supported","Differences between neighbourhoods or groups","Feedback for residents",{"title":847,"description":856},"toepassingen\u002F11.inwonersparticipatie",[884,887,890],{"label":469,"title":885,"text":886},"Question and invitation","We sharpen the question and decide together how to invite residents, so that less visible groups take part too.",{"label":473,"title":888,"text":889},"The residents' dialogue","Residents take part anonymously, respond to each other's ideas and vote on what they consider important.",{"label":477,"title":790,"text":891},"You show residents what has been gathered and what will happen with it.","You want to involve residents in a vision, plan or decision, and hear from more than the usual participants.","wP4CtEKDPLcmNHHh3FeQNDdTNMDUAu_sxs7U77isngg",{"id":895,"title":896,"body":897,"deliverables":901,"description":905,"extension":332,"faq":906,"gebied":303,"hero":916,"kicker":919,"label":350,"meta":920,"navigation":352,"order":921,"path":922,"problem":923,"report":926,"seo":930,"seoTitle":350,"stem":931,"steps":932,"to":922,"trigger":940,"__hash__":941},"toepassingen_en\u002Ftoepassingen\u002F12.participatie-onderwijs.md","Participation in education",{"type":322,"value":898,"toc":899},[],{"title":325,"searchDepth":296,"depth":296,"links":900},[],[902,903,904],"Input from large groups of students or stakeholders","Ideas with support per group","Demonstrable involvement in plans and choices","Consult students, teachers and other stakeholders, and discover what is broadly supported.",[907,910,913],{"question":908,"answer":909},"Does this also work with large groups of students?","Yes. Hundreds to thousands of participants can join at the same time, without the conversation getting bogged down.",{"question":911,"answer":912},"Can we use this for quality assurance?","The report shows who was involved and what is broadly supported. That can contribute to the substantiation of plans and improvements.",{"question":914,"answer":915},"Can international students take part in their own language?","Yes. Thanks to real-time translation everyone takes part in their own language, with more than 120 languages mixed together in one session.",{"title":917,"text":918},"Let students and the professional field contribute.","For a school plan, educational innovation or consultation with the professional field, one dialogue lets you hear many stakeholders at once, in their own words and with their own ideas.","Students and the professional field have their say",{},12,"\u002Ftoepassingen\u002Fparticipatie-onderwijs",[924,925],"Student councils and panels are valuable, but reach only a small share of those involved. A survey shows what people think, but not why.","In an anonymous dialogue, students, teachers or partners from the professional field respond to each other's ideas. That way you discover what is broadly supported and where groups think differently.",[927,928,929,830],"Themes that are broadly supported","Differences between students, teachers and the professional field","Ideas with the most support",{"title":896,"description":905},"toepassingen\u002F12.participatie-onderwijs",[933,936,938],{"label":469,"title":934,"text":935},"Question and groups","Together we decide the question and which groups should take part, such as students, teachers or the professional field.",{"label":473,"title":685,"text":937},"Participants take part anonymously, respond to each other's ideas and vote on what they consider important.",{"label":477,"title":841,"text":939},"You see per group what is broadly supported and can use the outcome in plans and accountability.","You want to involve students, teachers, parents or the professional field in plans or choices.","g_jK2hjOFadcWbUf7HRBnZijatFwoFi3MfzJhPVWiek",{"id":943,"title":944,"body":945,"deliverables":949,"description":953,"extension":332,"faq":954,"gebied":312,"hero":964,"kicker":967,"label":350,"meta":968,"navigation":352,"order":969,"path":970,"problem":971,"report":974,"seo":978,"seoTitle":350,"stem":979,"steps":980,"to":970,"trigger":989,"__hash__":990},"toepassingen_en\u002Ftoepassingen\u002F13.medewerkersonderzoek-verdiepen.md","Deepen your employee survey",{"type":322,"value":946,"toc":947},[],{"title":325,"searchDepth":296,"depth":296,"links":948},[],[950,951,952],"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.",[955,958,961],{"question":956,"answer":957},"Does this replace our existing survey?","No. The dialogue deepens the research you already have: the figure comes from the questionnaire, the why and the next step from the conversation.",{"question":959,"answer":960},"Do people still take part after a survey?","Yes. The dialogue shows that something is being done with their earlier answers and that these lead to follow-up.",{"question":962,"answer":963},"How soon after the survey can you do this?","Preferably within a few weeks of the results, while they are still fresh. You choose the scores where the why is most lacking.",{"title":965,"text":966},"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",{},13,"\u002Ftoepassingen\u002Fmedewerkersonderzoek-verdiepen",[972,973],"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.",[975,976,951,977],"Interpretation per theme with anonymous quotes","Causes and tensions behind the scores","Participant version for feedback",{"title":944,"description":953},"toepassingen\u002F13.medewerkersonderzoek-verdiepen",[981,984,986],{"label":469,"title":982,"text":983},"Question design","We translate the key scores into a dialogue script in the language of your organisation.",{"label":473,"title":579,"text":985},"Employees respond to each other anonymously, add to each other's points and vote on the causes that are mentioned.",{"label":477,"title":987,"text":988},"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.","_orjOsiZAUsLSGMmHD4JyssaLHR7SBzxtzdmiKiUB2o",{"id":992,"title":993,"body":994,"deliverables":998,"description":1002,"extension":332,"faq":1003,"gebied":312,"hero":1013,"kicker":1016,"label":350,"meta":1017,"navigation":352,"order":1018,"path":1019,"problem":1020,"report":1023,"seo":1028,"seoTitle":350,"stem":1029,"steps":1030,"to":1019,"trigger":1039,"__hash__":1040},"toepassingen_en\u002Ftoepassingen\u002F14.organisatie-verbeteren.md","Improving the organisation",{"type":322,"value":995,"toc":996},[],{"title":325,"searchDepth":296,"depth":296,"links":997},[],[999,1000,1001],"Concrete opportunities for improvement from within the organisation","Ideas that are broadly supported","Greater employee engagement","Strengthen your organisation by actively involving employees. Discover opportunities for improvement and make use of their knowledge and ideas.",[1004,1007,1010],{"question":1005,"answer":1006},"Why does this contribute to engagement?","Employees do not just contribute ideas, they also see that their ideas are taken seriously. That active contribution is part of how the organisation becomes stronger.",{"question":1008,"answer":1009},"What happens to the ideas?","Based on the outcome you choose which improvements to take up, and report back to the participants.",{"question":1011,"answer":1012},"How do you tell good ideas from stray wishes?","Participants rate each other's ideas anonymously. That shows which opportunities for improvement are broadly supported, and which live only with a small group.",{"title":1014,"text":1015},"Strengthen your organisation with your employees.","Employees often know exactly where things could be better. Let them actively contribute, discover concrete opportunities for improvement and increase their engagement with the organisation at the same time.","Making use of employees' knowledge",{},14,"\u002Ftoepassingen\u002Forganisatie-verbeteren",[1021,1022],"Improvement programmes are often devised by a small group. The knowledge and ideas of the people who do the work remain untapped.","In a dialogue, employees put forward opportunities for improvement themselves and vote on each other's ideas. You see which improvements are broadly supported, and employees see that their input matters.",[1024,1025,1026,1027],"Opportunities for improvement with the most support","Ideas per team or department","Quick improvements and larger issues","Quotes that show why",{"title":993,"description":1002},"toepassingen\u002F14.organisatie-verbeteren",[1031,1034,1036],{"label":469,"title":1032,"text":1033},"The improvement question","Together we word a question that invites concrete ideas, for example about processes, collaboration or customer focus.",{"label":473,"title":685,"text":1035},"Employees anonymously put forward ideas, respond to each other and vote on the best proposals.",{"label":477,"title":1037,"text":1038},"From idea to action","The outcome shows which improvements are broadly supported, so you can choose where to begin.","You want to improve the organisation and know that employees can see where things could be better.","MdbfsBGTOFFT67kAAvTb95qE0yaftVCSwy8mF74lvX0",{"id":1042,"title":1043,"body":1044,"deliverables":1048,"description":1052,"extension":332,"faq":1053,"gebied":312,"hero":1062,"kicker":1065,"label":1066,"meta":1067,"navigation":352,"order":1068,"path":37,"problem":1069,"report":1072,"seo":1077,"seoTitle":350,"stem":1078,"steps":1079,"to":37,"trigger":1089,"__hash__":1090},"toepassingen_en\u002Ftoepassingen\u002F15.ondernemingsraad.md","Works council and constituency consultation",{"type":322,"value":1045,"toc":1046},[],{"title":325,"searchDepth":296,"depth":296,"links":1047},[],[1049,1050,1051],"Quick, anonymous insight into what the constituency thinks","Positions that are broadly supported","Substantiation for advice or consent","Consult your constituency quickly and anonymously on important organisational issues, and discover what is broadly supported.",[1054,1057,1059],{"question":1055,"answer":1056},"What kinds of issues is this suited to?","For example a proposed reorganisation or change on which the works council gives advice. Together with works councils we are exploring which issues deliver the most.",{"question":268,"answer":1058},"Yes. Each participant receives a random code instead of a name. No one can trace a message back to a person, not even the works council.",{"question":1060,"answer":1061},"How quickly does the works council have the outcome?","You see the main themes during the session, and the report follows the same day. That way the council can respond with a substantiated position within the advice period.",{"title":1063,"text":1064},"Know what your constituency really thinks.","As a works council you speak on behalf of many colleagues. Consult them quickly and anonymously, and discover which positions are broadly supported before you give advice.","A strong voice for the works council","Featured",{},15,[1070,1071],"A works council has little time and limited resources to hear its constituency. Drop-in sessions and surveys show only part of what is going on.","In a single live dialogue, colleagues respond to each other anonymously. The works council sees which positions are broadly supported and can substantiate its advice accordingly.",[1073,1074,1075,1076],"Positions with the most support","Concerns and conditions that are widely shared","Differences between departments or locations","A summary for the advice",{"title":1043,"description":1052},"toepassingen\u002F15.ondernemingsraad",[1080,1083,1086],{"label":469,"title":1081,"text":1082},"The works council's question","Together with the works council we sharpen the question, for example about a proposed decision or a change.",{"label":473,"title":1084,"text":1085},"The constituency dialogue","Colleagues take part anonymously, respond to each other and vote on the positions they consider important.",{"label":477,"title":1087,"text":1088},"Outcome for the works council","The works council sees what is broadly supported and uses it in its advice or in the conversation with the board.","The works council wants to know what its constituency thinks about an important issue.","w7iZTKspFHOgQtAKNSTo4Ud8DrSakuvP8QTI-JcNgJU",[1092,1139,1182,1225],{"id":1093,"title":1094,"audience":1095,"body":1096,"context":1100,"description":1113,"extension":332,"faq":1114,"hero":1124,"meta":1127,"navigation":352,"order":287,"path":1128,"seo":1129,"seoTitle":350,"stem":1130,"to":1128,"uses":1131,"__hash__":1138},"sectoren_en\u002Fsectoren\u002F1.zorg.md","Healthcare","Healthcare organisations, their employees and professionals",{"type":322,"value":1097,"toc":1098},[],{"title":325,"searchDepth":296,"depth":296,"links":1099},[],[1101,1104,1107,1110],{"title":1102,"text":1103},"Social safety and workload","Aggression, workload and the way people treat each other are hard to discuss openly. Anonymously, people say what they really experience, and you see which measures have support.",{"title":1105,"text":1106},"Merger and reorganisation","With a merger or a new team structure, you want to know what is on people's minds before the decision is made. Hear the concerns, and the ideas for making it land well.",{"title":1108,"text":1109},"Direction and quality","Let professionals help shape the organisation's direction and what good care requires in their own work.",{"title":1111,"text":1112},"After the employee survey","The scores are in, but the why is missing. One dialogue shows what lies behind them and which improvements are broadly supported.","Hear what employees and professionals in healthcare really think, from social safety to a merger or a new direction.",[1115,1118,1121],{"question":1116,"answer":1117},"Can employees from all shifts take part?","Yes. People join via a single link on a phone, tablet or laptop, with no download. Schedule the session at a time that fits the rosters, or hold two for different shifts.",{"question":1119,"answer":1120},"How safe is it to be honest about sensitive topics?","Contributions are anonymous and cannot be traced back to individuals. In advance, we agree how small a group may be to be reported on separately.",{"question":1122,"answer":1123},"What do we do with the outcome afterwards?","You receive a report the same day with the themes that are broadly supported, in participants' own words. You can use it to give feedback straight away and choose a next step.",{"title":1125,"text":1126},"Hear what is going on on the healthcare floor.","Healthcare professionals work in shifts, at locations and in teams that rarely see each other. In a live, anonymous dialogue they all contribute within one hour, including the evening and night shifts, and you discover what is broadly supported.",{},"\u002Fsectoren\u002Fzorg",{"title":1094,"description":1113},"sectoren\u002F1.zorg",[1132,1133,1134,1135,1136,1137],"sociale-veiligheid","cultuur-en-samenwerking","verandering","strategie","medewerkersonderzoek-verdiepen","ondernemingsraad","yz167Gc1fWvQ_LcPdyUPiEZueCl7425iLPBDk4fYbOQ",{"id":1140,"title":1141,"audience":1142,"body":1143,"context":1147,"description":1160,"extension":332,"faq":1161,"hero":1171,"meta":1174,"navigation":352,"order":296,"path":1175,"seo":1176,"seoTitle":350,"stem":1177,"to":1175,"uses":1178,"__hash__":1181},"sectoren_en\u002Fsectoren\u002F2.onderwijs.md","Education","Boards, schools, vocational colleges, universities of applied sciences and universities",{"type":322,"value":1144,"toc":1145},[],{"title":325,"searchDepth":296,"depth":296,"links":1146},[],[1148,1151,1154,1157],{"title":1149,"text":1150},"Direction and strategic plan","A new strategic plan or school plan is stronger when staff have demonstrably helped shape its direction and priorities.",{"title":1152,"text":1153},"Students and pupils have their say","Hear what students and pupils really think of their education, and which improvements matter most to them.",{"title":1155,"text":1156},"Consulting the professional field","Employers, placement companies and alumni know what practice demands. Consult them widely in a single session.",{"title":1158,"text":1159},"A safe school","Make social safety open for discussion and see which measures staff and students support.","Let staff, students and the professional field help shape direction, education and a safe school.",[1162,1165,1168],{"question":1163,"answer":1164},"Can pupils and students take part?","Yes. With a question suited to their age, pupils and students give honest, useful answers in an anonymous dialogue.",{"question":1166,"answer":1167},"Does this replace a satisfaction survey?","No. The dialogue deepens existing research and shows the why behind the figures.",{"question":1169,"answer":1170},"Can we consult staff, students and the professional field in one session?","Yes. Everyone takes part in the same dialogue, and the report shows per group what is broadly supported. You can also consult the groups separately.",{"title":1172,"text":1173},"Let the whole education community contribute.","Staff, students, pupils and the professional field each have their own view. In a live, anonymous dialogue you hear hundreds of people at once and discover which ideas are broadly supported.",{},"\u002Fsectoren\u002Fonderwijs",{"title":1141,"description":1160},"sectoren\u002F2.onderwijs",[1179,1180,1135,1132,1134],"participatie-onderwijs","raadplegen","N7NkS5sYfrcwUf3B0553gg7KuRR48d98o-pofkZ7I44",{"id":1183,"title":1184,"audience":1185,"body":1186,"context":1190,"description":1202,"extension":332,"faq":1203,"hero":1212,"meta":1215,"navigation":352,"order":305,"path":1216,"seo":1217,"seoTitle":350,"stem":1218,"to":1216,"uses":1219,"__hash__":1224},"sectoren_en\u002Fsectoren\u002F3.overheid.md","Government","Municipalities, central government and implementing agencies",{"type":322,"value":1187,"toc":1188},[],{"title":325,"searchDepth":296,"depth":296,"links":1189},[],[1191,1194,1197,1199],{"title":1192,"text":1193},"Involving residents","The public consultation evening attracts those who would come anyway. An online dialogue also reaches residents you would otherwise hear less from, and shows which ideas are broadly supported.",{"title":1195,"text":1196},"Testing policy in implementation","Those who make policy rarely know best how it plays out in practice. The professionals in implementation do. Test new policy before it takes effect.",{"title":745,"text":1198},"In a single session, find out what partners, civil society organisations and businesses need, and where they agree.",{"title":1200,"text":1201},"Evaluating and adjusting","Evaluate existing policy with the people who carry it out every day: what works, where does it get stuck and what is needed to adjust it?","From resident participation in municipalities to policy that works in implementation at central government.",[1204,1206,1209],{"question":859,"answer":1205},"Keep it. A platform collects responses over time; the dialogue brings large groups into conversation at a single moment.",{"question":1207,"answer":1208},"Does this also work between levels of government?","Yes. Central government and implementing agencies consult each other anonymously on the feasibility of policy. That way professionals can say freely what is needed.",{"question":1210,"answer":1211},"How do we show what was done with the input?","The report shows per group who you have reached and which ideas are broadly supported, in participants' own words. That is a solid basis for giving feedback.",{"title":1213,"text":1214},"Policy and participation that work in practice.","Whether it concerns residents of a municipality or professionals in implementation, in a live, anonymous dialogue you hear many people at once and discover what is broadly supported.",{},"\u002Fsectoren\u002Foverheid",{"title":1184,"description":1202},"sectoren\u002F3.overheid",[1220,1221,1180,1222,1223],"inwonersparticipatie","beleid-ontwikkelen","implementatie-bijsturen","organisatie-verbeteren","Sh4SV3m5GLsl3vz8oNliK6O_P3Wi0RSCG3mIcDDZZKs",{"id":1226,"title":1227,"audience":1228,"body":1229,"context":1233,"description":1243,"extension":332,"faq":1244,"hero":1253,"meta":1256,"navigation":352,"order":314,"path":1257,"seo":1258,"seoTitle":350,"stem":1259,"to":1257,"uses":1260,"__hash__":1261},"sectoren_en\u002Fsectoren\u002F4.bedrijfsleven.md","Business","Medium-sized and large enterprises, including international ones",{"type":322,"value":1230,"toc":1231},[],{"title":325,"searchDepth":296,"depth":296,"links":1232},[],[1234,1237,1240],{"title":1235,"text":1236},"Strategy and change","A strategy or change lands better when you know what is going on in the organisation. Gather broadly what is needed and adjust based on what works.",{"title":1238,"text":1239},"Employees and works council","Understand what lies behind the results of the employee survey, make use of employees' ideas and give the works council quick insight into what its constituents think.",{"title":1241,"text":1242},"Stakeholders and CSRD","For the double materiality assessment, large enterprises must consult their stakeholders. The dialogue shows per group which topics are broadly supported.","From strategy and change to employee surveys, works council and stakeholder consultation for the CSRD.",[1245,1247,1250],{"question":1246,"answer":260},"Does this also work across several countries and languages?",{"question":1248,"answer":1249},"Does this help with CSRD reporting?","The dialogue shows per stakeholder group which topics are experienced as material and how broadly that is supported. That supports the materiality assessment and its substantiation.",{"question":1251,"answer":1252},"How many people can take part at the same time?","From 8 to 10,000 participants per session. That way you can involve a whole organisation or several sites at once.",{"title":1254,"text":1255},"Hear what your whole organisation really thinks.","From strategy to change and from employee surveys to stakeholders. In a live, anonymous dialogue many people contribute substantively at once, and you discover what is broadly supported.",{},"\u002Fsectoren\u002Fbedrijfsleven",{"title":1227,"description":1243},"sectoren\u002F4.bedrijfsleven",[1135,1134,1136,1137,1180,1133],"xHe7O86Kn8LlGNXOBey_QNUYLEBzwjzIMNb9ZIZXVw4",[1263,1343,1402,1450,1507,1555,1600,1645,1690,1738,1781,1824,1868],{"id":1264,"title":1265,"body":1266,"category":1316,"client":165,"description":1317,"extension":332,"image":1318,"insight":1323,"intro":1324,"linkLabel":1325,"liveSlug":1326,"meta":1327,"metrics":1328,"navigation":352,"order":287,"path":1338,"quote":350,"scope":1339,"seo":1340,"seoTitle":350,"stem":1341,"to":1338,"__hash__":1342},"cases_en\u002Fcases\u002F1.gasunie.md","From three core values to recognisable behaviour",{"type":322,"value":1267,"toc":1310},[1268,1273,1277,1280,1284,1287,1290,1294,1297,1300,1304,1307],[1269,1270,1272],"h2",{"id":1271},"from-abstract-values-to-concrete-behaviour","From abstract values to concrete behaviour",[1274,1275,1276],"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?",[1274,1278,1279],{},"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.",[1269,1281,1283],{"id":1282},"four-dialogues-over-700-voices","Four dialogues, over 700 voices",[1274,1285,1286],{},"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.",[1274,1288,1289],{},"In a short time, this created a shared picture, carried by a large group of colleagues and not only by whoever spoke loudest.",[1269,1291,1293],{"id":1292},"why-it-worked-giving-meaning-together","Why it worked: giving meaning together",[1274,1295,1296],{},"Employees decided for themselves what good behaviour is. As a result, nobody had to impose it from above afterwards.",[1274,1298,1299],{},"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.",[1269,1301,1303],{"id":1302},"from-6000-messages-to-a-culture-compass","From 6,000 messages to a culture compass",[1274,1305,1306],{},"The dialogues produced 6,000 messages, rated and prioritised by the employees themselves. A clear direction emerged for every question.",[1274,1308,1309],{},"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":325,"searchDepth":296,"depth":296,"links":1311},[1312,1313,1314,1315],{"id":1271,"depth":296,"text":1272},{"id":1282,"depth":296,"text":1283},{"id":1292,"depth":296,"text":1293},{"id":1302,"depth":296,"text":1303},"Organisaties","More than 700 employees each described what a new culture means in their everyday work. The result became a culture compass.",{"src":1319,"alt":1320,"width":1321,"height":1322},"\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",{},[1329,1332,1335],{"value":1330,"label":1331},"700+","employees",{"value":1333,"label":1334},"4","online dialogues",{"value":1336,"label":1337},"6,000","messages","\u002Fcases\u002Fgasunie","700+ employees",{"title":1265,"description":1317},"cases\u002F1.gasunie","cfhVbHg-Epb9YtJhPMnuKy_htjZY5DZ_3B6LXDS2CNE",{"id":1344,"title":1345,"body":1346,"category":1374,"client":1375,"description":1376,"extension":332,"image":1377,"insight":1382,"intro":1383,"linkLabel":1384,"liveSlug":1385,"meta":1386,"metrics":1387,"navigation":352,"order":296,"path":1397,"quote":350,"scope":1398,"seo":1399,"seoTitle":350,"stem":1400,"to":1397,"__hash__":1401},"cases_en\u002Fcases\u002F2.szw.md","Professionals and citizens, each heard separately on new policy",{"type":322,"value":1347,"toc":1369},[1348,1352,1355,1359,1362,1366],[1269,1349,1351],{"id":1350},"the-challenge","The challenge",[1274,1353,1354],{},"How do you involve two groups with clashing interests in a way that takes both seriously, without one drowning out the other?",[1269,1356,1358],{"id":1357},"the-approach","The approach",[1274,1360,1361],{},"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.",[1269,1363,1365],{"id":1364},"the-outcome","The outcome",[1274,1367,1368],{},"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":325,"searchDepth":296,"depth":296,"links":1370},[1371,1372,1373],{"id":1350,"depth":296,"text":1351},{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"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":1378,"alt":1379,"width":1380,"height":1381},"\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",{},[1388,1391,1394],{"value":1389,"label":1390},"2","separate dialogues",{"value":1392,"label":1393},"1 day","for both worlds",{"value":1395,"label":1396},"60%","citizens with more trust","\u002Fcases\u002Fszw","2 dialogues, 1 day",{"title":1345,"description":1376},"cases\u002F2.szw","ISSdfKkj-kKk8JhUepSroMisxLFW6cssOaFlJ-M4Ucs",{"id":1403,"title":1404,"body":1405,"category":1316,"client":1421,"description":1422,"extension":332,"image":1423,"insight":1428,"intro":1429,"linkLabel":1430,"liveSlug":1431,"meta":1432,"metrics":1433,"navigation":352,"order":305,"path":1442,"quote":1443,"scope":1446,"seo":1447,"seoTitle":350,"stem":1448,"to":1442,"__hash__":1449},"cases_en\u002Fcases\u002F3.westerkim.md","A strategic shift that the whole organisation helped shape",{"type":322,"value":1406,"toc":1417},[1407,1409,1412,1414],[1269,1408,1358],{"id":1357},[1274,1410,1411],{},"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.",[1269,1413,1365],{"id":1364},[1274,1415,1416],{},"A shared vision emerged, along with a clear picture of the practical obstacles and opportunities involved in putting it into practice.",{"title":325,"searchDepth":296,"depth":296,"links":1418},[1419,1420],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"Westerkim","Care organisation Westerkim shifted its focus from care to residents' wellbeing. Employees, volunteers and family helped determine the direction.",{"src":1424,"alt":1425,"width":1426,"height":1427},"\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",{},[1434,1437,1439],{"value":1435,"label":1436},"200+","participants",{"value":1438,"label":1334},"5",{"value":1440,"label":1441},"3","target groups","\u002Fcases\u002Fwesterkim",{"text":1444,"author":1445,"role":1421},"Really enjoyable. It's great that our opinion is asked for and that we're involved.","Participant","200+ participants",{"title":1404,"description":1422},"cases\u002F3.westerkim","0_tC2q2eUkh-ftfUDnL-cO4eQc26HoWP6MHYBVloVCk",{"id":1451,"title":1452,"body":1453,"category":1316,"client":174,"description":1478,"extension":332,"image":1479,"insight":1483,"intro":1484,"linkLabel":1485,"liveSlug":1486,"meta":1487,"metrics":1488,"navigation":352,"order":314,"path":1498,"quote":1499,"scope":1503,"seo":1504,"seoTitle":350,"stem":1505,"to":1498,"__hash__":1506},"cases_en\u002Fcases\u002F4.anwb.md","6,000 members, one well-founded recommendation to Dutch parliament",{"type":322,"value":1454,"toc":1473},[1455,1457,1460,1462,1465,1468,1470],[1269,1456,1351],{"id":1350},[1274,1458,1459],{},"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?",[1269,1461,1358],{"id":1357},[1274,1463,1464],{},"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.",[1274,1466,1467],{},"Within two weeks, there was a report. It went to the government, and every member of parliament received a copy.",[1269,1469,1365],{"id":1364},[1274,1471,1472],{},"The recommendation was based on the carefully weighed opinion of more than 6,000 members, including their nuances and doubts.",{"title":325,"searchDepth":296,"depth":296,"links":1474},[1475,1476,1477],{"id":1350,"depth":296,"text":1351},{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"On the road-pricing scheme, ANWB consulted 6,000 members over three days. The resulting recommendation went to every member of parliament.",{"src":1480,"alt":325,"width":1481,"height":1482},"\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",{},[1489,1492,1495],{"value":1490,"label":1491},"6,000+","members",{"value":1493,"label":1494},"7","sessions over 3 days",{"value":1496,"label":1497},"2 weeks","to the report","\u002Fcases\u002Fanwb",{"text":1500,"author":1501,"role":1502},"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":1452,"description":1478},"cases\u002F4.anwb","XVvbWgOpEkZAmfx333ihwWVwEYQwljInhXjXWq3LUE8",{"id":1508,"title":1509,"body":1510,"category":1316,"client":1532,"description":1533,"extension":332,"image":1534,"insight":1536,"intro":1537,"linkLabel":1538,"liveSlug":1539,"meta":1540,"metrics":1541,"navigation":352,"order":560,"path":1550,"quote":350,"scope":1551,"seo":1552,"seoTitle":350,"stem":1553,"to":1550,"__hash__":1554},"cases_en\u002Fcases\u002F5.umcg.md","From a three-yearly survey to a dialogue where teams design their own solutions",{"type":322,"value":1511,"toc":1528},[1512,1514,1517,1520,1522,1525],[1269,1513,1358],{"id":1357},[1274,1515,1516],{},"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.",[1274,1518,1519],{},"Over three years, 150 teams took part, from medical staff to the kitchen, together producing 23,000 messages.",[1269,1521,1365],{"id":1364},[1274,1523,1524],{},"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.",[1274,1526,1527],{},"Management ended up with both figures and concrete, prioritised improvement points, straight from the shop floor.",{"title":325,"searchDepth":296,"depth":296,"links":1529},[1530,1531],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"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":1535,"alt":325,"width":1481,"height":1482},"\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",{},[1542,1545,1547],{"value":1543,"label":1544},"150","teams",{"value":1546,"label":1337},"23,000",{"value":1548,"label":1549},"1 week","to the team report","\u002Fcases\u002Fumcg","150 teams",{"title":1509,"description":1533},"cases\u002F5.umcg","60CdbDpEM_SmixelgCzGxri9HQZBQIqTeCmke8pz678",{"id":1556,"title":1557,"body":1558,"category":1316,"client":171,"description":1577,"extension":332,"image":1578,"insight":1582,"intro":1583,"linkLabel":1584,"liveSlug":1585,"meta":1586,"metrics":1587,"navigation":352,"order":617,"path":1595,"quote":350,"scope":1596,"seo":1597,"seoTitle":350,"stem":1598,"to":1595,"__hash__":1599},"cases_en\u002Fcases\u002F6.rabobank.md","Stakeholders from four corners in one conversation about sustainability",{"type":322,"value":1559,"toc":1573},[1560,1562,1565,1568,1570],[1269,1561,1358],{"id":1357},[1274,1563,1564],{},"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.",[1274,1566,1567],{},"During the session, a moderator followed what came up live and adjusted the script accordingly, so the conversations stayed on track.",[1269,1569,1365],{"id":1364},[1274,1571,1572],{},"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":325,"searchDepth":296,"depth":296,"links":1574},[1575,1576],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"Rabobank brought government, NGOs, academia and business together in one structured dialogue to inform its sustainability policy.",{"src":1579,"alt":325,"width":1580,"height":1581},"\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",{},[1588,1590,1592],{"value":1333,"label":1589},"stakeholder groups",{"value":1438,"label":1591},"sustainability themes",{"value":1593,"label":1594},"real-time","adjustment","\u002Fcases\u002Frabobank","4 stakeholder groups",{"title":1557,"description":1577},"cases\u002F6.rabobank","15f7caliBpFD_h0UzcO3MQvlD6Dya74YJUCVxcraGX0",{"id":1601,"title":1602,"body":1603,"category":1374,"client":1619,"description":1620,"extension":332,"image":1621,"insight":1624,"intro":1625,"linkLabel":1626,"liveSlug":1627,"meta":1628,"metrics":1629,"navigation":352,"order":668,"path":1637,"quote":1638,"scope":1641,"seo":1642,"seoTitle":350,"stem":1643,"to":1637,"__hash__":1644},"cases_en\u002Fcases\u002F7.justitie.md","150 managers innovating in a crisis, without a single room",{"type":322,"value":1604,"toc":1615},[1605,1607,1610,1612],[1269,1606,1358],{"id":1357},[1274,1608,1609],{},"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).",[1269,1611,1365],{"id":1364},[1274,1613,1614],{},"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":325,"searchDepth":296,"depth":296,"links":1616},[1617,1618],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"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":1622,"alt":325,"width":1481,"height":1623},"\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",{},[1630,1632,1634],{"value":1543,"label":1631},"managers",{"value":1440,"label":1633},"cycles",{"value":1635,"label":1636},"1 hour","to usable ideas","\u002Fcases\u002Fjustitie",{"text":1639,"author":1640,"role":1619},"Synthetron lets everyone talk, respond, debate and find relevant insights. That's essential for any innovation process.","Organiser","150 managers",{"title":1602,"description":1620},"cases\u002F7.justitie","bmo1MNOOKGEpAR8lGz7nmDuSYOQSvTR0H3XfWygCLF8",{"id":1646,"title":1647,"body":1648,"category":1316,"client":1664,"description":1665,"extension":332,"image":1666,"insight":1668,"intro":1669,"linkLabel":1670,"liveSlug":1671,"meta":1672,"metrics":1673,"navigation":352,"order":719,"path":1682,"quote":1683,"scope":1686,"seo":1687,"seoTitle":350,"stem":1688,"to":1682,"__hash__":1689},"cases_en\u002Fcases\u002F8.belgacom.md","An employer brand built from the ground up",{"type":322,"value":1649,"toc":1660},[1650,1652,1655,1657],[1269,1651,1358],{"id":1357},[1274,1653,1654],{},"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.",[1269,1656,1365],{"id":1364},[1274,1658,1659],{},"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":325,"searchDepth":296,"depth":296,"links":1661},[1662,1663],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"Belgacom","Belgacom determined its Employee Value Proposition not in the boardroom, but in eleven dialogues with six core groups, in three languages.",{"src":1667,"alt":325,"width":1481,"height":1623},"\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",{},[1674,1677,1679],{"value":1675,"label":1676},"11","dialogues",{"value":1440,"label":1678},"languages",{"value":1680,"label":1681},"6","core segments","\u002Fcases\u002Fbelgacom",{"text":1684,"author":1685,"role":1664},"The Synthetron process is simple, the outcome is very valuable, and our people genuinely enjoyed taking part.","Project lead","11 dialogues",{"title":1647,"description":1665},"cases\u002F8.belgacom","tKm2vslM9tzM-6N5AJWhg8083bVg4RrdzEqlGw9fJdk",{"id":1691,"title":1692,"body":1693,"category":1316,"client":1709,"description":1710,"extension":332,"image":1711,"insight":1714,"intro":1715,"linkLabel":1716,"liveSlug":1717,"meta":1718,"metrics":1719,"navigation":352,"order":770,"path":1729,"quote":1730,"scope":1734,"seo":1735,"seoTitle":350,"stem":1736,"to":1729,"__hash__":1737},"cases_en\u002Fcases\u002F9.mckinsey.md","Twenty leading experts on three continents, reaching consensus in one session",{"type":322,"value":1694,"toc":1705},[1695,1697,1700,1702],[1269,1696,1358],{"id":1357},[1274,1698,1699],{},"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.",[1269,1701,1365],{"id":1364},[1274,1703,1704],{},"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":325,"searchDepth":296,"depth":296,"links":1706},[1707,1708],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"McKinsey & Company","To pool knowledge on depression treatment, McKinsey brought together academics from Harvard, Yale and Oxford in a single online dialogue.",{"src":1712,"alt":325,"width":1481,"height":1713},"\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",{},[1720,1723,1726],{"value":1721,"label":1722},"20+","experts",{"value":1724,"label":1725},"500+","statements",{"value":1727,"label":1728},"100+","statements with broad support","\u002Fcases\u002Fmckinsey",{"text":1731,"author":1732,"role":1733},"Compliments on the careful preparation and the pace this interactive format achieved.","Dr. Jorge Santos da Silva","Partner, McKinsey & Company","20+ experts",{"title":1692,"description":1710},"cases\u002F9.mckinsey","uS3gSgd_T6exGz4qXg5t4d37_HBURe4qKIQ2iP2fRPc",{"id":1739,"title":1740,"body":1741,"category":1374,"client":1757,"description":1758,"extension":332,"image":1759,"insight":1762,"intro":1763,"linkLabel":1764,"liveSlug":1765,"meta":1766,"metrics":1767,"navigation":352,"order":821,"path":1776,"quote":350,"scope":1777,"seo":1778,"seoTitle":350,"stem":1779,"to":1776,"__hash__":1780},"cases_en\u002Fcases\u002F10.duitse-buitenlandzaken.md","350 colleagues from Berlin to the embassies, one picture from four conversations",{"type":322,"value":1742,"toc":1753},[1743,1745,1748,1750],[1269,1744,1358],{"id":1357},[1274,1746,1747],{},"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.",[1269,1749,1365],{"id":1364},[1274,1751,1752],{},"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":325,"searchDepth":296,"depth":296,"links":1754},[1755,1756],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"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":1760,"alt":325,"width":1481,"height":1761},"\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",{},[1768,1771,1773],{"value":1769,"label":1770},"350+","employees worldwide",{"value":1333,"label":1772},"sessions of 75 min",{"value":1774,"label":1775},"~3,250","ideas","\u002Fcases\u002Fduitse-buitenlandzaken","350+ employees worldwide",{"title":1740,"description":1758},"cases\u002F10.duitse-buitenlandzaken","ZlZGPHu_lRZj0rtn-Lu-EymyiRbfYvYLoCiW36RXxBY",{"id":1782,"title":1783,"body":1784,"category":1374,"client":1800,"description":1801,"extension":332,"image":1802,"insight":1805,"intro":1806,"linkLabel":1807,"liveSlug":1808,"meta":1809,"metrics":1810,"navigation":352,"order":872,"path":1819,"quote":350,"scope":1820,"seo":1821,"seoTitle":350,"stem":1822,"to":1819,"__hash__":1823},"cases_en\u002Fcases\u002F11.vrom-randstad-2040.md","Citizens determined the priorities for Randstad 2040 themselves",{"type":322,"value":1785,"toc":1796},[1786,1788,1791,1793],[1269,1787,1358],{"id":1357},[1274,1789,1790],{},"In guided online dialogues, 400 citizens explored the future of mobility, housing, transport and urbanisation, with custom-tailored scripts and professional moderation.",[1269,1792,1365],{"id":1364},[1274,1794,1795],{},"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":325,"searchDepth":296,"depth":296,"links":1797},[1798,1799],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"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":1803,"alt":325,"width":1481,"height":1804},"\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",{},[1811,1814,1816],{"value":1812,"label":1813},"400","citizens",{"value":1333,"label":1815},"themes",{"value":1817,"label":1818},"adopted","by parliament","\u002Fcases\u002Fvrom-randstad-2040","400 citizens",{"title":1783,"description":1801},"cases\u002F11.vrom-randstad-2040","9DZs9J4n_DcGJH6A41tSio2GzA2uKALQ4NCr12FABqA",{"id":1825,"title":1826,"body":1827,"category":1316,"client":1843,"description":1844,"extension":332,"image":1845,"insight":1848,"intro":1849,"linkLabel":1850,"liveSlug":1851,"meta":1852,"metrics":1853,"navigation":352,"order":921,"path":1863,"quote":350,"scope":1864,"seo":1865,"seoTitle":350,"stem":1866,"to":1863,"__hash__":1867},"cases_en\u002Fcases\u002F12.frontline-strategie.md","The field force gave direction to the R&D strategy",{"type":322,"value":1828,"toc":1839},[1829,1831,1834,1836],[1269,1830,1358],{"id":1357},[1274,1832,1833],{},"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.",[1269,1835,1365],{"id":1364},[1274,1837,1838],{},"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":325,"searchDepth":296,"depth":296,"links":1840},[1841,1842],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"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":1846,"alt":325,"width":1481,"height":1847},"\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",{},[1854,1857,1860],{"value":1855,"label":1856},"field force","has its say",{"value":1858,"label":1859},"ranked","by priority",{"value":1861,"label":1862},"cheaper","than planned R&D","\u002Fcases\u002Ffrontline-strategie","field force has its say",{"title":1826,"description":1844},"cases\u002F12.frontline-strategie","YtjKLjpKgvFJUEnUheELzBl1eMAnsIZ0NPDD62gVRPw",{"id":1869,"title":1870,"body":1871,"category":1316,"client":1887,"description":1888,"extension":332,"image":1889,"insight":1892,"intro":1893,"linkLabel":1894,"liveSlug":1895,"meta":1896,"metrics":1897,"navigation":352,"order":969,"path":1907,"quote":350,"scope":1908,"seo":1909,"seoTitle":350,"stem":1910,"to":1907,"__hash__":1911},"cases_en\u002Fcases\u002F13.it-uitrol.md","Same rollout, very different resistance per group",{"type":322,"value":1872,"toc":1883},[1873,1875,1878,1880],[1269,1874,1358],{"id":1357},[1274,1876,1877],{},"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.",[1269,1879,1365],{"id":1364},[1274,1881,1882],{},"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":325,"searchDepth":296,"depth":296,"links":1884},[1885,1886],{"id":1357,"depth":296,"text":1358},{"id":1364,"depth":296,"text":1365},"International energy company","During a global IT rollout, the company measured change-readiness per stakeholder group and tailored its approach accordingly.",{"src":1890,"alt":325,"width":1481,"height":1891},"\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",{},[1898,1901,1904],{"value":1899,"label":1900},"multiple","countries",{"value":1902,"label":1903},"change curve","as a yardstick",{"value":1905,"label":1906},"per segment","mapped out","\u002Fcases\u002Fit-uitrol","multiple countries",{"title":1870,"description":1888},"cases\u002F13.it-uitrol","JlJeYSdZo003ynBfXa_ngSwIWFVpV2EC9ohRcdLqdwA",[1913,1925,1938,1951,1964,1975,1986,1997],{"id":1914,"extension":14,"featured":352,"image":1915,"meta":1920,"name":1501,"order":287,"quote":1921,"role":1922,"stem":1923,"__hash__":1924},"testimonials_en\u002Fen\u002Ftestimonials\u002Fguido-van-woerkom.yml",{"src":1916,"alt":1917,"width":1918,"height":1919},"\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":1926,"extension":14,"featured":1927,"image":1928,"meta":1932,"name":1933,"order":296,"quote":1934,"role":1935,"stem":1936,"__hash__":1937},"testimonials_en\u002Fen\u002Ftestimonials\u002Fmaaike-van-leeuwen.yml",false,{"src":1929,"alt":1930,"width":1931,"height":1931},"\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":1939,"extension":14,"featured":1927,"image":1940,"meta":1945,"name":1946,"order":305,"quote":1947,"role":1948,"stem":1949,"__hash__":1950},"testimonials_en\u002Fen\u002Ftestimonials\u002Falexandra-bemelmans.yml",{"src":1941,"alt":1942,"width":1943,"height":1944},"\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":1952,"extension":14,"featured":1927,"image":1953,"meta":1958,"name":1959,"order":314,"quote":1960,"role":1961,"stem":1962,"__hash__":1963},"testimonials_en\u002Fen\u002Ftestimonials\u002Fnadine-de-bree-kisoen.yml",{"src":1954,"alt":1955,"width":1956,"height":1957},"\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":1965,"extension":14,"featured":1927,"image":1966,"meta":1969,"name":1970,"order":560,"quote":1971,"role":1972,"stem":1973,"__hash__":1974},"testimonials_en\u002Fen\u002Ftestimonials\u002Fvera-dubois.yml",{"src":1967,"alt":1968},"\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":1976,"extension":14,"featured":1927,"image":1977,"meta":1980,"name":1981,"order":617,"quote":1982,"role":1983,"stem":1984,"__hash__":1985},"testimonials_en\u002Fen\u002Ftestimonials\u002Fhilde-sels.yml",{"src":1978,"alt":1979},"\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":1987,"extension":14,"featured":1927,"image":1988,"meta":1991,"name":1992,"order":668,"quote":1993,"role":1994,"stem":1995,"__hash__":1996},"testimonials_en\u002Fen\u002Ftestimonials\u002Fherve-coureil.yml",{"src":1989,"alt":1990},"\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":1998,"extension":14,"featured":1927,"image":1999,"meta":2002,"name":2003,"order":719,"quote":2004,"role":2005,"stem":2006,"__hash__":2007},"testimonials_en\u002Fen\u002Ftestimonials\u002Fliesbeth-dillen.yml",{"src":2000,"alt":2001},"\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",1792010152474]