Journal of Health 2 (2014) 325-329 From Awareness to Action Using the Survey Feedback Method Ann Fridner 1, 2 , Birgit Pingel 1 , Lise Tevik Løvseth 3 , Marie Gustafsson Sendén 1, 2 , Karin Schenck-Gustafsson 2 1. Department of Psychology, Centre of Gender Medicine, Karolinska Institutet, Stockholm University, Stockholm, SE-10691, Sweden 2. Centre of Gender Medicine, Karolinska Institutet, and Cardiac Unit, Department of Medicine, Karolinska University Hospital, Stockholm, SE-10691, Sweden 3. Department of Research and Development Trondheim, St. Olavs University Hospital, Norway Received: May 19, 2014 / Accepted: June 25, 2014 / Published: July 30, 2014. Abstract: Reports from European university hospitals show an increase in work-related mental strain. Four European university hospitals started a comprehensive research program called Health and Organisation among University hospitals Physicians in Europe—the HOUPE Study in the year 2003. Based on the results from the HOUPE study, the authors conducted an intervention project together with HR-consultants at one of the participating hospitals. A collected cross-sectional survey in 2005 among permanently employed academic physicians (N = 1800, response rate 60%) at Karolinska University Hospital in Sweden. Results from the study were used in survey feedback seminars (N = 250). This method is a way of systematic collection of data to process and give feedback to the organisation’s members in order to initiate organisational change. By providing results based on the total sample, on each division, and unpublished data from each clinic the authors aimed to improve physicians’ health and work satisfaction and thereby enhance the health of the physicians.Feedback seminars can arouse many emotions and might make people defensive. The role of resistance in the process of change is a paradox in that resistance slows down change. However, without resistance there will be no change at all. The authors conducted 20 feedback seminars of three hours duration where results were discussed relating mainly to the psychosocial work environment, psychological distress, and career paths, i.e., job demands, control at work, social interactions, leadership, commitment to the organisation, harassment at work, burnout, depression and suicide ideation. Altogether, 250 physicians participated in these meetings. To achieve acceptance for organisational change, data about relevant conditions in the organisation have to be processed in a systematic way in collaboration with all those who will benefit from changes, in concrete work units as divisions and clinics. Key words: Work interventions, HR-consultants, physician health I. Introduction Reports from European university hospitals show an increase in work-related mental strain, and increased turnover rates among university hospitals physicians [1, 2]. Physicians face a heavy burden of work stressors, whose contribution to psychological distress is increasingly [3]. Physicians are at risk of burnout, depression, and suicide [4, 5]. Physicians who are mentally distressed are more likely to report making recent medical errors, to score lower in assessments measuring empathy, to plan to retire early, and to have higher job dissatisfaction, which have been associated with reduced patient satisfaction [6-8]. Physicians seek help to a lesser degree and later in the course of disease than do other groups, and they appear to be especially reluctant to seek help for mental health problems due to concerns about confidentiality [9, 10]. Academic medicine is responsible for several important tasks associated with improving the health of the public, such as education, patient care, and clinical research. Recent research has shown an increased attrition from positions in academic medicine [11]. In DAVID PUBLISHING D