The Problem with 360 Feedback
The article above presents a good challenge to using 360 Degree Feedback as a means of communication in an organisation. I would respond as follows:
- Face-to-face communication, with immediate and relevant feedback is of course the best way to manage individuals and teams. 360 Degree Feedback should never be used as a substitute for this, or as a way of avoiding difficult conversations.
- 360 Degree Feedback is part of a wider set of activities that helps people to understand their own skills and how they can grow as managers or leaders in their organisation. That's why generic 360s are less useful that those that are customised and aligned with the organisation's goals.
- Even in organisations with good face-to-face feedback, we find that individuals who recieve 360 Degree feedback are often surprised at the perceptions of others about them, and that this can lead to an increased awareness of their day to day behaviours and their impact on other people.
- And in an ideal world, of course I should tell my boss when I'm not happy that she chews me out in front of the rest of the team...and she should accept that feedback directly from me and without any reprecussions, but we know that's not always the case. And maybe my boss needs to understand that a number of other people might feel that way? 360 is a great way of getting that message across.
Used correctly and in the right situations, 360 Degree Feedback is a very powerful tool for development; please don't throw the 360 Degree Feedback baby out with the bathwater!