While almost all organizations have used 360° Feedback in one way or another, too many have cut back or totally abandoned their use due to lack of support and/or visible results. This powerful tool has repeatedly shown to be effective in creating large scale change across individuals, teams and entire organizations, but is also often misused or under-utilized. Since no two 360 processes are the same, it is dangerous to generalize experiences, good or bad, across organizational settings. But we are learning the key success factors required to create sustainable behavior change and, subsequently, organizational change. We propose that a “valid” 360 process must create sustainable change, and offer a model and key success factors for accomplishing that. We also will propose that “development only” 360 processes are almost nonexistent and should be viewed in a different light.
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