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Enhancing 360-Degree Feedback for Senior Executives: How to Maximize the Benefits and Minimize the Risks by Charles J. Palus, Robert E. Kaplan

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Possible Outcomes

We are at present conducting two kinds of formal research on the effects of enhanced 360-degree feedback. First, we have done overall evaluations, two or more years after the initial feedback, that assess the changes (if any) that have occurred during that period. Four such studies have been conducted thus far. Second, we have done developmental studies in which we take periodic readings as the process of change unfolds. Five such studies are currently underway. As with the original research that led to this approach to executive development (Kaplan, 1991, pp. 57-58; Kaplan, Drath, & Kofodimos, 1991, pp. 243-246), this is action-research—the data are used both for research purposes and for the benefit of the client. In addition ...

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