360-degree feedback

Complete 360-Degree Feedback. 2007 Available at www. custominsight.com/360-degree-feedback/ accessed on November 30, 2007. 

Edwards MR, Even AJ. 1996. 360-Degree Feedback ThePow-erful New Model for Employee Assessment and Performance Improvement. New York American Management Association. 

Although surveys are extremely important tools, not every individual manager can expect to receive a report, nor are their individual behaviors assessed via this method. This is where multisource or 360-degree feedback plays an important part in the OD and D I change process. Tools such as 360-degree feedback are the primary means by which organizations tie their corporate values and key competencies to individual behaviors of leaders and managers (Bracken, Timmreck, Church, 2001), usually via some type of formal leadership model or framework. 

There are several sources for individual and organizational assessment, including self-assessment and assessments from family and friends, colleagues, peers, bosses, subordinates in the workplace, customers, coaches, counselors, trainers, facilitators, and organizational consultants. Assessments can be formal or informal. They can be done informally through feedback by others or formally through performance appraisals, 360-degree feedback, employee satisfaction surveys, and evaluations. 

One way a leader can strengthen his ability to walk the talk is to identify situations in which he fears he will have difficulty and make a practice of asking for regular 360-degree feedback on his performance in these areas. In addition to benefiting the... 

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