Should 360-degree Feedback be Used Only for Developmental Purposes?

Should 360-degree Feedback be Used Only for Developmental Purposes? by David Bracken is a 36-page booklet published by the Center for Creative Leadership in 1997. This work presents a collection of five papers that explore the debate surrounding the use of 360-degree feedback, a process where managers receive evaluations from various sources, including supervisors, peers, and direct reports. The authors examine whether this feedback mechanism should be limited to developmental purposes or if it can also serve administrative functions, such as influencing decisions on raises and promotions.

Readers will find insights from various contributors, including discussions on behavior change, assumptions related to performance appraisal, and strategies for integrating multi-rater feedback into organizational frameworks. The booklet addresses critical topics in business and human resources, providing a nuanced perspective on leadership and management practices. Each paper contributes to the overarching question of how 360-degree feedback can be effectively utilized within organizations, making this edition a relevant resource for those interested in entrepreneurship and personnel management.