A regularly administered employee opinion survey is an important institutional outcomes measurement tool. It can provide robust benchmarks and standards for a whole range of dimensions of a healthy workplace. This kind of survey should also be a critically important component of the process of engaging employees in the development of the organization. An employee survey can serve as a catalyst for cultural change. First the organization must act on the knowledge gained from such a survey to build a climate of trust that employees' opinions matter. If the organization also wishes to use the survey process to establish a collaborative culture, it can model the desired culture change by using a collaborative team to design the survey, administer it, and advise the organization on actions suggested by the results. This paper provides an analysis of the results of two employee surveys, conducted two years apart, and of the processes that were used during the intervening years to communicate the results and implement changes suggested in the first survey. Reflections are also offered on the learning process between the administration of the second survey and the preparations for a third administration of the survey. (Contains 4 tables and 1 figure.)