Rethinking 360 Degree Feedback
Having returned to reality after the blissful vacation at the beginning of the new year, I find my office agenda incredibly busy - likely to remain so for the whole first half of 2009! On the bright side of implications, a fast pace of schedule for exciting activities keeps one upbeat and productively occupied. But there may be undesirably less time for blogging.
Indeed I start to feel like missing something without taking my "thoughts shaping" exercise here for over a week. Without letting my self-discipline sap further (as I shall not allow the body muscles to droop before resorting to the gym), there are thoughts to put down before they are lost - which are on the provoking subject of 360 degree feedback again.
While unsolicited judgment could be easily misplaced and turned vicious, well-intended feedback in response to a voluntary and discretionary request may do the "soul-searcher" some good. How well and effective the whole feedback exercise may turn out to be, therefore, entirely depends on people's intent and the context in which the exercise is conducted. The bottom line being, it has to be done voluntarily and entirely at the volunteer's discretion to make the best of all feedback - that is, without any string of expectation for change attached, let alone any formal performance measurement.
Of course someone who sets off to seek others' opinions must have the will to change for "better" in any case - whatever that may mean. In a corporate setting, however, the chances are that such an exercise is more for show than for real. Anyway, the point is that simply changing oneself to suit others comments, be they off-handed or well-conceived, may not necessarily lead to a better self. A person's integrity of character and principles should be carefully guided in the soul-searching process, but of course with the mind staying open.
Any organization is made up of people, hence, inevitably a sea of judgment - at times mild but at others rough. My view remains that judgment should be reserved to where it is absolutely required for the sake of progress in business matters. Even where judgment for performance appraisal on a person's subordinates is inevitable, the focus should be made as much as possible on the substance of things but not on people's style, though it is incredibly hard to do so.
Indeed I start to feel like missing something without taking my "thoughts shaping" exercise here for over a week. Without letting my self-discipline sap further (as I shall not allow the body muscles to droop before resorting to the gym), there are thoughts to put down before they are lost - which are on the provoking subject of 360 degree feedback again.
While unsolicited judgment could be easily misplaced and turned vicious, well-intended feedback in response to a voluntary and discretionary request may do the "soul-searcher" some good. How well and effective the whole feedback exercise may turn out to be, therefore, entirely depends on people's intent and the context in which the exercise is conducted. The bottom line being, it has to be done voluntarily and entirely at the volunteer's discretion to make the best of all feedback - that is, without any string of expectation for change attached, let alone any formal performance measurement.
Of course someone who sets off to seek others' opinions must have the will to change for "better" in any case - whatever that may mean. In a corporate setting, however, the chances are that such an exercise is more for show than for real. Anyway, the point is that simply changing oneself to suit others comments, be they off-handed or well-conceived, may not necessarily lead to a better self. A person's integrity of character and principles should be carefully guided in the soul-searching process, but of course with the mind staying open.
Any organization is made up of people, hence, inevitably a sea of judgment - at times mild but at others rough. My view remains that judgment should be reserved to where it is absolutely required for the sake of progress in business matters. Even where judgment for performance appraisal on a person's subordinates is inevitable, the focus should be made as much as possible on the substance of things but not on people's style, though it is incredibly hard to do so.
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I look forward to more of your visits.