Where did the idea of 360-degree feedback come from?

The idea of 360-degree feedback for individuals is a relatively new concept. Forty years ago, some assessments experimented with self-ratings compared with ratings from others. These early tools borrowed from a number of traditions.

Peer evaluation. The service academies were among the first to use peer ratings. Along with ratings from tactical officers, cadets received ratings from other cadets in their unit. These ratings were summarized by computer and used for counseling. Decades later, organizations decided that similar practices might work for them.

Personality testing. While 360 feedback describes observable behavior, personality testing focuses on patterns of mind and thought, which are inferred indirectly. Personality testing in organizations began in the fifties and became a popular practice in the seventies. From personality testing, researchers learned the value of giving feedback to individuals in the workforce.

Organizational surveys. A form of multi-source feedback, climate surveys and employee opinion surveys have been in use since the sixties. These tools create feedback about organizations, not individuals. From organizational surveys, researchers discovered how to use computers to collect, analyze and report survey data.

Performance appraisal. Since the fifties, most organizations large enough to have a personnel manager have used some form of performance review. Most appraisals are highly subjective in their formats and are linked to compensation or personnel action. From this history, researchers have validated the usefulness of periodic performance feedback.

The first attempts at 360-degree feedback were designed to show leaders how their self-perceptions differed from the perceptions of direct reports. Building on the above traditions, researchers developed more comprehensive and credible surveys. These were introduced in the 1970s. The first 360 instruments were focused on executive management and leadership. Initially, managers distrusted the concept of direct reports rating them. It seemed strange and threatening. Nevertheless, managers experienced the power of the feedback, and they began seeking input from multiple sources.

Today, tools are far more flexible, affordable and easy to use than ever. Once used almost exclusively by larger organizations to develop executives, today they are used by all types of organizations and throughout the workforce to assess a myriad of interpersonal skill areas.