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Malin Eriksson
Student (University), Sweden
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360 Degree Feedback as a Tool for Team Development?
Does anyone have experience from using 360 degree feedback for the development of teams, or as a tool for settling conflicts? I would like to hear about how one can go about doing that.
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muhammad yousuf, Pakistan
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360 Degree Feedback for team Development It depends on the culture - how it responds to feedback. If the corporate culture is based on candor (Ed: ~openness) then 360 feedback is possible and can be exercised.
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Nancy J. White
Consultant, United States
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360's Agreed, in a culture of feedback and focus on leadership behaviors, it works great. I have a proprietary 360 which I execute frequently. It works wonderful as a tool or part of a bigger process for coaching and measuring effectiveness. It is more commonly used as a 180 which just includes self, supervisor, and peers. The other half are family and friends, and clients/vendors.
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Hareesh Ramachandran
Coach, India
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360's Great for Fostering Better Team Relationship, BUT: Wonderful tool for development and fostering better team relationship. I have been working in such a team and have come across the pros and cons. I support Muhammad and Nancy's comment that this practice has a lot to do with culture. A person who is being introduced to 360 has to be introduced properly on the "why, when, where and how" part of this practice. Most leaders/managers fail to do so. The result is that, the team members view the whole process with a lot of insecurity. Secondly the purpose of the practice must be clearly stated. Otherwise it will also be misused as a tool to criticise a team member with an objective to gain an advantage in the competitive team environment. Thirly the person who reviews the feedback should have to ability to look for objectivity in feedbacks.
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Charles
Business Consultant, United Kingdom
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360 for Team Development We have used 360 to do exactly that - our approach was to generate all the feedback reports and then run a workshop where people shared the feedback they had received openly in the team... Each person presented a summary of the key learning points from their feedback.
We started the session with a team report - highlighting the strengths and areas for development of the entire team (collectively) and then asked the question - how might these results (as a team) impact on the way you deliver your collective goals...
Then after that debate went into the individual reports. Worked really well...
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Colin Newbold
CEO, United Kingdom
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Not Sure I Agree First, for complete transparency and full disclosure, my company sells a 360-degree feedback platform... So you'd expect me to say YES to 360 for team development - right? But in fact I would caution the use of 360 in this situation. Of course this depends on the context, I'd need more information to be resolute about this, but there is probably a better starting place. Individual phone calls with the team leader and team members will flush out what's working well and what needs to be different, and that's when you decide what's the best intervention.
Otherwise, its like getting a prescription from a doctor without a full examination and subsequent diagnosis! There are team questionnaires better suited to the job (our TeamQ for instance, inspired by the Patrick Lencioni model).
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