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360-degree feedback

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Hello! I am doing a dissertation research regarding managers perceptions about 360 feedback. I will be very very grateful for any assistance of suggesting an organisation which implements this tool...?
Egle Toleikyte

8 Responses

  1. not all 360’s are the same
    Hi Egle
    unfortunately not all 360’s are the same and the process in which they are introduced and managed makes a significant difference to their perceptions.

    Different 360’s include
    one off for development
    annual as appraisal
    everyone in an organisation
    everyone at a given level
    everyone in a given vertical

    then we have:
    competence
    behavioural
    attitudinal
    knowledge

    Mix this up and … well… you get the picture

    What type of 360 are you exploring, how often and what target group, then we may be able to share some experiences – good and not so effective

    Mike Morrison

  2. 360 feedback
    Dear Mr Morrison, thank you very much for your reply and comments. My target group is leaders/managers of organisations, which participate in 360 procedure for the developmental reasons or use it as part of performance appraisal. I am interested in the emotional aspect of this tool when a manager receives a critical feedback; and if it really helps to improve behaviors and attitudes at work?

  3. to 360 or not to 360 – but that is not the question…
    development and performance are two different applications and the culture of the existing organisation is the overriding factor, not the tool itself.

    Will people give honest feedback? are people trained to manage the process? how will the culture react to negative feedback?

    If you are asking questions about 360’s without considering the culture in which the tool will be used I can only advise you not to proceed.

    360’s are powerful tools – equally they can be very destructive of trust and performance.

    If you can imagine the reaction – then from a research point of view – double the combinations!

    There are 3 rules to leadership and managing people and I consider them with every intervention..
    Rule #1 – People are and react differently
    Rule #2 – People are and react differently
    Rule #3 – People are and react differently

    Mike

  4. in furtherance of Mike’s excellent advice…
    Mike says “360’s are powerful tools – equally they can be very destructive of trust and performance.”

    I was working with a client who used 360 certain levels.

    A particular manager had just reached the level where he was going to receive his first ever 360. He had risen up the ranks of this industrial giant and had been a shop steward and was still a Union rep.

    His own perception was that he was a man of the people, a fearless champion for the good of the workers, a brave leader who made personal sacrifices for the benefit of his colleagues and union members.

    The feedback from his peers and staff was diametrically opposed to his self image.

    He was devastated. He went through the stereotypical behaviours of the trauma cycle about 4 times in five minutes. He asked to be excused to go home and think.

    The next day he came in and handed in his resignation. During his notice period he changed dramatically from being a firebrand militant to a mini-St-Francis-of-Assisi.

    He is now working for a charity. He is as happy and contented as you could want any man to be.

    “360 degree feedback worked in this instance.Discuss.”

    Egle, I know that this doesn’t answer your question directly but it might help
    Rus
    http://www.coach-and-courses.com

  5. thank you!
    Dear Mike and Rus, thank you very much for valuable advices! I will definitely take them into consideration while designing my questionnaire and implementing a research.

  6. Helpful resource
    Hello I have recently completed my dissertation and I found the following article interesting. It did look at the pros and cons of 360 and may be useful

    Atwater L, Waldman D, and Brett J. Understanding and optimizing multisource feedback Human Resource Management Hoboken Summer 2002 vol 41 Iss 2 p193-208
    Sara

  7. Attitudes to receiving 360 degree feedback
    Hi Egle,

    We’ve had the privilege of supporting hundreds of managers to convert their 360 degree feedback into positive, forward looking actions that benefit them and their organisations.

    For many managers, receiving in-depth 360 degree feedback for the first time is perceived as a daunting event that raises feelings of anxiety and apprehension. I always start each 360 coaching session by asking … “How are you feeling about receiving the feedback?” Answers typically cover the full emotional spectrum from inquisitive excitement through to outright fear!

    The anxiety people feel, frequently drives an intuitive reaction to ‘prepare for the worst’ that can surface through a range of self justification and denial type statements often heard even before the report has even been opened.

    Other factors that influence how managers perceive and approach their 360 degree feedback report are their level of ‘feedback maturity’ and that people initially read their reports with an ’emotional eye’ where critical feedback can hurt.

    Our experience, obtained through working with over a quarter of a million 360 degree participants, confirms that a key differentiator between inconsequential 360 outcomes and positive performance acceleration is recognising that people approach their 360 degree feedback reports from different emotional start points and that the first time they go through the process they should be appropriately supported to work with and where appropriate through those feelings to draw balanced conclusions from which they can lever their strengths and develop forward looking and meaningful development actions.

    I hope this helps
    All the best
    David

    [email protected]
    http://www.lumus.com

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