Has 360 degree feedback gone amok?

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Abstract
Three hundred sixty degree feedback programs have been implemented in a growing number of American firms in recent years. A variety of individual and organizational improvement goals have been attributed to these feedback processes. Despite the attention given to 360 feedback, there has been much more discussion about how to implement such programs than about why organizations have rushed to join the bandwagon or even what they expect to accomplish. Are companies doing 360 degree feedback simply because their competitors are? What evidence exists to suggest that 360 degree feedback prompts changes in managers' behavior? This article explores the outcomes that organizations can realistically expect and provides recommendations for implementing innovations such as 360 feedback to best ensure improvements will be realized and the process will be a success.

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