A recent article from the Geelong Advertiser in Australia is a prime example of where the concept of 360 degree feedback conducted inappropriately can create real problems.

As part of a team building programme, delegates were allegedly made to sit down in a circle and say what people liked and didn't like about fellow team members; seemingly chaos ensued, tears flowed, egos were bruised and anger followed.

With the little amount of information in this report, I would still argue this isn't really 360 degree feedback; yes, some elements suggest that it is providing feedback from a variety of sources, but the process is much more than just that.

360 feedback should centre on behaviours and their impact; not likes and dislikes as reported here.

Consideration of when feedback should be given, by whom and through what medium i.e. face-to-face, online, anonymised, etc, is critical.

Finally, having a suitable support mechanism or process in place to help an individual come away with a healthy, balanced view of their feedback which aids their development is everything.

What one doesn't need is 'X-Factor' style with 'Let me tell you what I think' type comments.

Whatever happened here, it isn't 360 degree feedback which should come away with a bad name.

John