When and how was 360 feedback first developed?

The concept of 360-degree feedback has deep historical roots, often credited to the pioneering work of Harvard Business School professor and author, Dr. Edwin H. Locke, in the 1970s. Locke envisioned a comprehensive feedback system, aiming to provide a holistic assessment of one's performance. However, the origins of 360-degree feedback stretch further back in history.

The groundwork for this feedback approach was laid by Rensis Likert in the 1940s through his studies on effective leadership behavior. Likert explored how managers could adapt their styles based on employee reactions and feedback, thus setting the stage for the development of 360-degree feedback methodologies.

An early exemplar of this approach can be traced to the work of social psychologist Kurt Lewin in the 1950s. Lewin's observations, as early as 1953, highlighted the transformative potential of feedback from multiple sources. He noted that such multi-dimensional feedback fosters self-reflection, enabling individuals to create a developmental roadmap within organizations.

Today, 360-degree reviews have gained significant traction within organizations for their ability to provide a comprehensive evaluation of individual performance from varied perspectives. This approach, when implemented correctly, ensures fairness and consistency across the board (MacKenzie & Toohey, 1995). Consequently, it has revolutionized the landscape of job performance evaluation, offering invaluable insights into areas of excellence and areas that necessitate improvement (Lepsinger & Lucia, 1997).

References:

MacKenzie S B., & Toohey T M., 1995, Total Quality Management : Key Concepts and Case Studies, John Wiley & Sons Inc., New York

Lepsinger R., & Lucia A D., 1997, The Art and Science of 360° Feedback 2nd edn., Jossey-Bass Publishers, San Francisco