| Summary: | Multi-rater feedback instruments have been an established way of providing feedback to employees in organisations for nearly three decades, yet it remains debatable whether the use of these instruments adds value for recipients or their organisations. In this paper we question some of the underlying assumptions behind the design of these instruments and challenge the way they are implemented. Our inquiry is based on critical reviews of the literature relating to multi-rater instruments and recent developments in theories of self and multiplicity of self, and an exploratory case study in an organisational context. Without questioning the value of the multi-rater feedback in principle, we identify prevailing assumptions that minimise its effectiveness and advocate for a different, more fruitful, approach.
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