Why Do Organizations Implement 360° Feedback?
Many of the problems and risks associated with 360" feedback can be alleviated by carefully addressing the question of why organizations implement such programs. Unfortunately, companies devote more time to generating enthusiasm and making operational plans for a 360" initiative than to carefully and critically thinking about what they can realistically accomplish. The birth of a 360" initiative can typically be characterized as a snowball championing process. That is, an individual manager learns about the concept by receiving 360" feedback as part of a training program he or she attends, or hears about it through colleagues, readings, and so forth. That person could be an executive, a general manager, or a human resource manager. He or she champions the idea by discussing it with fellow managers. If the idea begins to build support and snowballs, the company will likely make plans to implement a formal program. As mentioned
in previous chapters, these plans will include identifylng targeted employees, deciding whether or not to use consultants, and developing potential timetables for surveying and feedback. One likely scenario follows.'