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360 degree feedback, organizational trust, change & sustainability
Best Practice in 360 Degree Feedback: No. 10 - Getting all the issues out
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Friday, 19 October 2007
It seems self-evident that a 360 feedback program is intended to bring out all the issues between manager and team (and peers). And yet there is another view that only the competencies that have been selected as critical factors in the organisation are worth getting feedback on. This means that a questionnaire is constructed that can leave out behaviours that are really important to a team and how it functions, in favour of others that may, in some cases, be insignificant. The trendy phrase is "not talking about the elephant in the room". But if the questionnaire doesn't mention 'elephant' you may not have an easy way to refer to it!


To deal with this problem, Peter Farey created the Leader/Manager Model, a holistic framework that will include any behaviour that can take place between team and manager (excluding specific skills such as technical, financial, and so on). It covers the four Areas of: People Leadership, People Management, Task Management and Task Leadership, proving a neat and inclusive framework against which any competency set can be mapped. Using the set of Leader/Manager questions that define it, a team can respond to any issue that is of concern to them. One of the great advantages of 360 Facilitated is that is does get all the issues on the table.

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posted by Dr Ron @ 07:53  
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