A recent article in 'Management Today' highlighted a common scenario which is always raised as a concern in our own one-day training programme, 'How to conduct effective 360 degree feedback debriefs', and that is 'What do I do if they just won't accept the negative feedback?'

The answer provided is good at highlighting that there is a need for validation of the recipient's position; after all, it is subjective feedback that has been provided, so their 'worldview' is just as important.

However,  if there is an overwhelming feedback and a broad perception in their 360 feedback report, that they exhibit behaviours which others find difficult, then it is worth emphasising that whilst this alternative worldview is different to their own, it cannot be ignored.

Denial and justification will be uppermost in many of these types of 360 feedback debrief conversations, and ultimately you can only take some one so far in accepting that there is feedback worth paying attention to.

Ways to break through though can come about when asking what the consequence will be if these two 'worldviews' are allowed to continue? Can they carry on in 'harmony' albeit very different?

This is unlikely; more likely is the fact that as the recipient considers the consequences of continuing in the same way for the next 12 months, they will see a risk attached to this approach; continuing conflict, an impact on performance and ultimately something will have to give, which could be their role, aspirations within the organisation, etc.

John