Maximizing the Value of 360-degree Feedback

WALTER W. TORNOW is a senior fellow and former vice president of research and publications at the Center for Creative Leadership in Greensboro, North Carolina. A licensed consulting psychologist and certified senior professional in human resources, he has published widely on such issues as performance management, service quality, assessment technologies, and 360-degree feedback. MANUEL LONDON is professor and director, Center for Labor/Management Studies at the Harriman School for Management and Policy at the State University of New York at Stony Brook. Also an adjunct research fellow at the Center for Creative Leadership, he is the author of five previous books with Jossey-Bass including Employees, Careers, and Job Creation (1995).

• Foreward: Goerge P. Hollenbeck. MAXIMIZING THE VALUE OF 360-DEGREE FEEDBACK FOR INDIVIDUAL DEVELOPMENT. Elements of Effective 360-Degree Feedback (S. Brutus, et al.). 360 in Action: Following Catharine's Footsteps Through a Leadership Development Program (W. Sternbergh). MAXIMIZING THE VALUE OF 360-DEGREE FEEDBACK FOR ORGANIZATIONAL DEVELOPMENT. Best Practices: Five Rationales for Using 360-Degree Feedback Process (M. Dalton). Forces That Affect the 360-Degree Feedback Process (W. Tornow). The Competitive Advantage of Customer Involvement in 360-Degree Feedback (C. Paradise-Tornow). 360-Degree Feedback in the Establishment of Learning Cultures (P. Wilson, et al.). MAXIMIZING THE VALUE OF 360-DEGREE FEEDBACK THROUGH DESIGN, IMPLEMENTATION, AND MEASUREMENT. Designing 360-Degree Feedback to Enhance Involvement, Self- Determination, and Commitment (E. Van Velsor). Understanding Cultural Influences on the 360-Degree Feedback Process (J. Brittain Leslie & N. Gryskiewicz). Using 360-Degree Surveys to Assess Change (J. Martineau). Conclusion: Challenges and Implications for Maximizing 360-Degree Feedback (W. Tornow & M. London).