Haringey Case Study

In this particular case study, the artist - Niloufar Bakhshalian - describes her approach to painting Alexandra Palace, in the podcast below.


Case Study Summary

Client situation/challenge

During a period of rapid and extensive transformation, Haringey wanted to understand the motivations and feelings of its employees in order to be able to engage them fully in the change process. The council wanted to understand both the motivating factors and tensions at play in the workplace and how these related to productivity and performance. Previous staff surveys Haringey had conducted had produced a wealth of statistics but lacked the real depth needed to inform decision making.


  • TEDD® was deployed across the organisation and captured over 1,700 employee responses representing 63% of those invited to participate.
  • The statistical data were supported by free text responses which provided additional insight and contextual information. Qualitative data was presented in themes enabling both local and organisational trends to be established.
  • In conjunction with data from other sources Haringey was able to build up a comprehensive picture of the organisation and pinpoint areas requiring action.
  • Haringey operated a system of local ownership of the results meaning that local directors were responsible for engaging employees in the feedback process and accountable for devising and delivering local action plans.
  • The breakdown of responses by directorate/department allowed Haringey to gain a thorough understanding of local variations in staff engagement and highlighted best practice to be replicated across the business.
  • Benefits to the client

  • The survey results formed the basis of conversations with the senior leadership team and assistant directors about what needs to change in Haringey and how this change is instituted.
  • Action plans tailored to different parts of the organisation are now in place with responsibility for their delivery sitting with assistant directors.
  • Local ownership of the results has allowed valuable ongoing conversations with staff to take place through established mechanisms such as the My Conversation one-to-one/appraisal process.
    • Insights gained through the TEDD® process have enabled Haringey to prioritise and focus improvements where the greatest benefits will be felt.

    "We chose the TEDD© model to help us through our cultural transformation of the council – it’s vitally important that our staff engage with our new vision and direction at a time of unprecedented change.”

    Tracie Evans, Chief Operating Officer, Haringey Council