PMcrunch

360 Degree Feedback is a popular mechanism for learning about performance. It is valuable for both the managers involved and for the individuals involved, as all can know more about each other in the process. However, as with all other performance review processes, there are some issues with 360 degree feedback. Let’s take a look.

I have been in many situations where it was difficult to get to the truth. Oftentimes, when an organization has been in place for a period of time or when a team has been together for a period of time, relationships become entrenched and well established. Behavior patterns develop a common and predictable pattern. People develop alliances and, in some ways, they even develop stories about themselves and about each other. Underlying assumptions are often even forgone and business continues on as usual.

What I am saying here is that behavioral patterns find a home and find an equilibrium; and if we want to shake things up, we need to change something. Performance reviews are typically all about seeing what changes can be made to produce the desired results. 360 degree feedback certainly can help in this effort. However, if 360 degree feedback becomes part of the norm, part of the social fabric, of the team or larger organization, then many of these old and familiar patterns that keep the organization from changing creep into that process.

What I am saying here is that if you want to produce change, you need to do different things. Once something different is done, it is no longer different and no longer has the change value. I think this is the case in 360 degree feedback also, as it fits right into the common behavior patterns that can develop within teams and organizations.

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John Reiling, PMP
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