360° surveys are widely used in business to provide candid feedback to key employees. They can be a powerful developmental tool, but to maximize their utility you need to use a well-crafted survey instrument. To avoid doing more harm than good, you should have a solid feedback process . . .
No psychological test can think for itself; the results have to be interpreted and the feedback has to be provided in a thoughtful, meaningful way that the individual can make use of. The same thing goes for 360's. The 360 might get a person's attention, but it's the feedback that helps move a person from point A to point B.
Most people readily accept feedback that's consistent with who they believe themselves to be. The challenge is to help them appreciate feedback that differs from how they see themselves. In situations like this, people don't always react very well, and in some cases they manifest significant psychological distress.
Kenneth Nowack is the author of an interesting article that appeared in the December 2009 edition of the Consulting Psychology Journal. He discussed research that reveals the possible risks and dangers of multi-rater feedback:
Some studies show that individuals can experience strong discouragement and frustration when multi-rater feedback is not as positive as they expected. In one study, managers who received a large number of negative comments reacted with a significant decline in their performance. In another study, managers who rated themselves higher than others had more negative reactions to the feedback process, had lower motivation to improve, and were significantly less likely to show improvement when they were reassessed.
Ratings between different rater groups aren't always consistent; direct reports, peers, and supervisors tend to have differing perspectives. These differences can be confusing to recipients. Without guidance, they may be unable to make sense of the discrepant results and they may be unsure how and where to focus their behavior change efforts.
Individuals with low self esteem (e.g. those who are depressed) tend to dwell on negative 360 ratings. By focusing so much on their perceived shortcomings, it makes it harder for them to make constructive use of positive elements in the 360° feedback. Conversely, those who think too highly of themselves don't always benefit from 360° feedback either.
Clearly, 360° feedback should be provided by a trained professional who is aware of these potential pitfalls. You can't just hand people their results, because the feedback can be interpreted in so many ways that aren't helpful. If improved performance is the goal, research shows that follow-up coaching sessions should also be provided to help individuals get the most out of the 360° experience.
As a psychologist, I'm used to helping people take a more brutally honest, genuine look at themselves. Call me at (312) 787-9620 if you'd like more information about getting the most from the 360° survey process.
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