New requirements for the psychosocial work environment: Why dialogue matters more than ever
Eirin Eriksen Horvei
October 14, 2026
Anonymous surveys are often taken for granted, and the argument is usually that respondents answer more honestly, especially when it comes to personal matters. The psychological effect, and the fear of being judged, weigh heavily. What if my boss thinks I'm saying something stupid? Or my boss stops liking me? The problem is that anonymous answers reinforce the psychological effect and the attitude that it is dangerous to speak your mind.
Research has shown over many years that trust is a cornerstone of a good working environment and high job satisfaction. To build a culture of trust, we need insight into each other's needs, competence and expectations. It is about building relationships and creating safe surroundings for openness. But are anonymous surveys consistent with this?
The challenge is that questions are often asked about something personal and individual, while the result is summarised at department level. An anonymous survey therefore takes away the manager's opportunity for dialogue with their employees. Not everyone will have the same opinion in different areas. What one person is happy with, another person may be unhappy with. Our working day is subjective, which makes it all the more important to get down to the individual level.
Another challenge with anonymous surveys is that you cannot be sure the answers are well thought through. If the responses are named, employees have to think more carefully since they are accountable for their answers, and hasty criticism disappears. This gives the manager something to work with, without it being a “slap in the face”. If good suggestions and ideas for change come up, it also creates an opportunity to give recognition and put the person in the driving seat of the change.
A survey will always create expectations among employees, regardless of type. If you ask questions aimed specifically at individual circumstances, you create an expectation that this will be followed up. If there are individual circumstances that require follow-up, but the result is discussed in plenary, it can quickly feel uncomfortable. It becomes a form of group therapy, where the anonymous survey no longer feels anonymous, and a solution to the problem moves even further away. So why are we so often tempted by anonymity? Is it because it seems easiest? Or is it because we are afraid of the feedback that might come?
An anonymous employee survey can work well as a mapping tool – for example, in cases where management wants to use the results to understand how a situation was handled, and how to facilitate this better in the future. But it is not suitable for dealing with individual circumstances. Your decision must also be based on your knowledge of the company culture, as well as the results you want to achieve, both in the short and long term.
Read: Which survey should you use for well-being and the working environment?
Written by Malin Elisabet Lilletvedt, Organisational Adviser at Motivati.
