The Power of 360-Degree Feedback in Behavior Analysis
Why we think it’s important:
This comprehensive approach provides a more well-rounded and holistic view of an individual's strengths and areas for improvement, helping them gain valuable insights and develop their professional skills. As the field evolves to meet the changing needs and expectations, the adoption of innovative approaches, such as 360-degree feedback, has become increasingly relevant. This comprehensive method not only provides a well-rounded view of an individual's strengths and areas for improvement but also aligns perfectly with the growing demands for transparency and ethical practice in behavior analysis.
The Purpose and Origins of 360 Feedback
360-degree feedback, also known as multi-rater feedback or 360-degree assessment, is a performance evaluation process that gathers feedback from various sources about an individual's skills, behaviors, and competencies. Unlike traditional performance appraisals, which typically involve feedback from a supervisor, 360-degree feedback collects input from multiple perspectives, including trainees, supervisees, stakeholders, supervisors, and even self-assessment.
The origins of 360-degree feedback can be traced back to military and corporate contexts, and its purpose has evolved to encompass personal and professional development, performance appraisal, leadership development, team dynamics improvement, accountability promotion, and support for organizational goals and culture enhancement. It is a versatile tool with diverse applications across various sectors. The idea of collecting feedback from multiple sources transitioned into the corporate world during the mid-20th century. Organizations recognized the value of gathering insights from various perspectives to improve employee performance and leadership development.
Sources:Behavior Analyst Certification Board. (2020). Ethics code for behavior analysts. https://bacb.com/wp-content/ethics-code-for-behavior-analysts/ Copyright © 2020, BACB®, All rights reserved.
Green, B. (2002). Listening to leaders: Feedback on 360-degree feedback one year later. Organization Development Journal, 20(1), 8-16. Retrieved from https://www.proquest.com/scholarly-journals/listening-leaders-feedback-on-360-degree-one-year/docview/197970951/se-2
Luthans, F., & Peterson, S. J. (2003). 360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 42(3), 243-256.
