By viewing complaints as another form of contact, organisations can change their attitudes and helps businesses extract information to guide improvements. But there is a diﬀerence between learning from and responding to complaints – do we need formally to separate these activities?
Many organisations separate product and service failure to simplify root cause analysis. Making product managers responsible for ﬁxes also enhances proactive actions.
It is imperative to ﬁnd ways for information from complaints to ﬂow, rather than trickle, though an organisation. Inadequate policy communications with customers and staﬀ is often the root cause of complaints – clarity and simpliﬁcation are recommended.
What can be learned from a complaint may not be in proportion to the severity or escalation route of an individual case – care must be taken not to overreact or prioritise.
- Do we measure and learn from complaints that don’t require further action?
- What do we do with positive ‘complaints’ or the positive elements of a complaint?
Simple reporting is most eﬀective, especially when accompanied by real example. And bBeware of complaints that are dismissed or ﬁled for another day, their accumulative eﬀect may hold the key to what next and how.