It can be misused however. Basic mistakes include not having a clear purpose, being used as a substitute for managing problem behavior, lack of clarity about how results will be used, making it an event rather than a process, and compromising confidentiality. We take great care in guiding our organizational clients in the proper and effective use of the 360 feedback process. 360 feedback allows the supervising manager to identify particular behaviors that positively impact upon a team's performance, as well as identifying and reversing negative trends. Using feedback provided, a team experiences increased openness and communication between team members as well as a sharpening of team focus around goals and objectives.
Organizations benefit by the alignment of leadership and team behaviors with organizational goals.
360 feedback can be a foundation for improving organizational culture. Customers are given the opportunity to provide reinforcing feedback for behaviors that are valued, as well as a way to request changes and improvement. We began using 360 feedback in 1982 within fifteen Air Force units. The results were used for organizational change, manager feedback and leadership improvement. At that time such an effort was considered to be a radical departure from traditional military management.