Coaching research - feedback coaching
"From a systems thinking point of view, psychometric instruments tend to be blind to the unique relational system the individual exists within."
The term ‘360 feedback’ emerged in the late nineties since when the vast majority of organisations have adopted the use of multi-rater tools. Despite their widespread use, there is little conclusive evidence as to their value. Some coaches build them into every assignment and other coaches avoid them entirely. Recent research suggests such tools can be useful if used thoughtfully.
In this paper we consider 360 feedback programs from a systemic perspective, offering some ideas as to how such tools can be used most effectively.
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6 年Thanks, Paul. A timely article for me, as I find many clients can have misunderstandings about 360s. I’m one of those who tend to stay away from mass 360s unless there’s a thoughtful and systemic approach to the what, why, when, who, and how. In the last few years, if it’s the best tool, I’ve focussed more on narrative 360s that are linked to 2-3 core competencies or organizational values.
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6 年Feed-FORWARD = options of BETTER Action
Executive & Team Coach | Career Coach | Organizational Development | Leadership Consultant
6 年Thanks, Paul this is a really useful summary and analysis of the practice. I support the idea of mingling the online with the face to face and have found a variation of the three-way by interview to be very useful. It is usually in a workshop context where a team will start to work one on one with each other and discuss the feedback they received (often from each other) and solicit insights to the feedback. This can obviously only happen after a lot of psych safety has been created. This really accelerates the individual growth, as well as a shift in the team system. ?
Managing Director-Institute of Inspired Leadership * Global Executive Coach * Trusted Leadership Advisor * Entrepreneurial Leadership Coach * Advanced Hogan Assessment Practitioner (Accredited)
6 年We agree with Paul Lawrence that the field of coaching and leadership development need to adapt a 'Systemic Approach to Feedback Coaching'; this applies to Mangers, Leaders and Coaches. This requires leaders with a coaching mindset and managers with a coaching mindset; however; a coaching mindset is often absence in the current practices of leadership and management.?? https://www.dhirubhai.net/company/asia-pacific-and-european-alliance-of-leadership-facilitators-and-global-executive-coaches
Coaching Psychology I Executive Coaching | Team Coaching | Coach Supervision | Leadership & Talent Development
6 年Thanks for sharing this white paper Paul. What I find particularly difficult are those transactional/commoditized approaches to coaching assignments that insist on the use of 360 degree feedback whatever the purpose of the assignment, and despite the evidence that there are many situations in which this does not yield positive outcomes. These approaches also insist that they are inherently “developmental” despite the fact that they are simply conducting a gaps analysis as against a set of outdated, static leadership competencies. There is no room for a consideration of a systemic or dialogical approach to coaching or indeed concepts such as emergence...