Challenging traditional approaches: 360° feedback and theories of the multiplicity of self

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...

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Main Authors: Paul Lawrence, Tatiana Bachkirova
Format: Article
Language:English
Published: Oxford Brookes University 2023-02-01
Series:International Journal of Evidence Based Coaching and Mentoring
Subjects:
Online Access:https://radar.brookes.ac.uk/radar/items/1a648749-cf0a-4c92-b8d5-0a8bf29d3886/1/IJEBCM%2021_1_03.pdf
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author Paul Lawrence
Tatiana Bachkirova
author_facet Paul Lawrence
Tatiana Bachkirova
author_sort Paul Lawrence
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description 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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spelling doaj.art-8b0d1544d37949e0803114a974b0078a2023-02-08T14:15:02ZengOxford Brookes UniversityInternational Journal of Evidence Based Coaching and Mentoring1741-83052023-02-01211173010.24384/d294-gy98Challenging traditional approaches: 360° feedback and theories of the multiplicity of selfPaul Lawrence0Tatiana Bachkirova1https://orcid.org/0000-0001-7379-0056Oxford Brookes UniversityOxford Brookes UniversityMulti-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.https://radar.brookes.ac.uk/radar/items/1a648749-cf0a-4c92-b8d5-0a8bf29d3886/1/IJEBCM%2021_1_03.pdf360° feedbackselfmultiple selvesmultiplicityobjectivismconstructivism
spellingShingle Paul Lawrence
Tatiana Bachkirova
Challenging traditional approaches: 360° feedback and theories of the multiplicity of self
International Journal of Evidence Based Coaching and Mentoring
360° feedback
self
multiple selves
multiplicity
objectivism
constructivism
title Challenging traditional approaches: 360° feedback and theories of the multiplicity of self
title_full Challenging traditional approaches: 360° feedback and theories of the multiplicity of self
title_fullStr Challenging traditional approaches: 360° feedback and theories of the multiplicity of self
title_full_unstemmed Challenging traditional approaches: 360° feedback and theories of the multiplicity of self
title_short Challenging traditional approaches: 360° feedback and theories of the multiplicity of self
title_sort challenging traditional approaches 360° feedback and theories of the multiplicity of self
topic 360° feedback
self
multiple selves
multiplicity
objectivism
constructivism
url https://radar.brookes.ac.uk/radar/items/1a648749-cf0a-4c92-b8d5-0a8bf29d3886/1/IJEBCM%2021_1_03.pdf
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