Will an existing performance review program help people accept 360-degree feedback?

Not always. The introduction of 360-degree feedback is sometimes perceived as a major change, even when formal performance evaluation has been practiced for years. Unlike traditional appraisal, coworkers may be rating each other, and managers may be on the receiving end of feedback from direct reports for the first time. People commonly feel nervous when they’re about to receive feedback of any kind.

Multi-source feedback is usually perceived as more credible than single-source feedback. It's like holding up several mirrors to a person's workplace behavior. The information is so detailed and objective that it’s hard to deny. People inevitably discover they need to make changes in the way they operate. So, even if people are used to receiving feedback and believe that 360 feedback will benefit them, they may feel somewhat anxious about the information they’re about to receive.

Familiarity with periodic, formal feedback can be helpful. While 360-degree feedback may be new to some people, they’re not likely to worry excessively or resist the process if they’re already used to some form of feedback. Ideally, leaders and employees are familiar with basic communication skills, such as giving and receiving verbal feedback.

Resistance is common when no formal feedback mechanisms of any kind are in place. For example, many small businesses and nonprofit organizations haven’t yet adopted a formal performance evaluation system. But even in larger organizations, the culture may not require people to confront each other about performance issues. People in these environments may consider the process of giving feedback to each other strange, uncomfortable, unnecessary or maybe even disruptive.

Also, if past experience with performance appraisal has been negative, people may associate 360-degree feedback with the dread, resentment or cynicism caused by the old system. Many authorities, including Edwards Deming, discredit the traditional appraisal process. Indeed, this method is rarely effective.

If your organization doesn't have an established, formal system of performance appraisal, it's not necessary to create one. A more effective first step would be to provide training in verbal and written feedback skills, which enhance the power of 360-degree feedback.