B Edelstein, P Hanley International Journal of Coaching in Organizations 2005
To derive the full value from 360° workplace feedback, corporations must possess a clear understanding of this tool, as well as the problems it can and cannot solve. This article deepens understanding of 360° feedback and distinguishes between its use for assessment versus development. It combines the results of studies analyzing the impact of an executive development program utilizing 360° workplace feedback, with the experience gained by using 360° feedback in executive coaching over the past fifteen years. The article concludes that purveyors of 360° instruments must refrain from proffering 360° feedback as a panacea for what ails corporate America.