But within organizations, people collaborate with colleagues\u2014not customers. They don\u2019t reflect on their emotions and experiences after every single interaction: when responding to an email, speaking with IT, participating in a meeting, or working on a shared task.<\/p>\n
On a typical workday, people engage in hundreds of interactions. Most of these generate no emotional reaction and thus no “experience” to evaluate. Asking people to reflect on something they barely noticed is a fast track to frustration and disengagement. It can even cause people to avoid interactions that trigger automatic feedback requests.<\/p>\n
Problems Caused by Repetitive Feedback Collection:<\/strong><\/p>\n <\/p>\n In reality, daily work often looks like this:<\/strong><\/p>\n Work gets done without disruptions, complaints, delays, or escalations<\/p>\n<\/li>\n Technology functions as expected<\/p>\n<\/li>\n Communication stays within normal, productive boundaries<\/p>\n<\/li>\n<\/ul>\n We don\u2019t notice these moments because nothing went wrong. No drama. No noise. No unnecessary friction.<\/p>\n In a healthy organization, the absence of experience isn\u2019t a gap\u2014it\u2019s a sign of quality and maturity.<\/strong><\/p>\n Think twice before asking people to rate their experience\u2014especially when:<\/p>\n a) There is no clear customer\u2013provider relationship based on transactional logic (e.g., purchase\u2013delivery) In fact, when people increasingly ignore your surveys, it might be a good sign: things are running smoothly\u2014and feedback collection can either be suspended or reframed as ‘Let us know if you experience something unusual.’<\/p>\n Practical Hints:<\/strong><\/p>\n Avoid collecting customer-style feedback from people who are actually part of a collaborative effort, not customers<\/p>\n<\/li>\n Design systems that recognize exceptional<\/em> situations\u2014both negative and positive\u2014and clearly define the boundaries for triggering deeper situational analysis<\/p>\n<\/li>\n Shift the goal from high ratings to staying within desired limits<\/em>\u2014a more realistic and sustainable measure of success<\/p>\n<\/li>\n<\/ul>\n The key message of this article is simple: collaboration operates under a different logic than provider\u2013customer relationships. Avoid mismatching methods and contexts.<\/p>\n No Experience (#NX)<\/strong> is a viable design goal: Seamless, low-effort interactions where cognitive load is minimized \u2014 so people can focus on what truly matters.<\/p>\n\n
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b) People engage in complex, interdependent collaborations
c) Feedback collection has become a goal in itself, rather than a part of a meaningful improvement process<\/p>\n
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