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This chapter focuses on the application of Strategic 360 Feedback specifically for large-scale organization development (OD) and change interventions. The emphasis is on (a) ways in which using data-based feedback for OD efforts is similar to and different from other applications and (b) the origins, evolution, and current state of the method as a key tool for OD practitioners. The chapter begins with an overview of the role and key differentiators of strategic 360 Feedback for OD and change-related interventions. Following a discussion of the importance of linking the process to a broader strategic organizational framework such as the Burke–Litwin model, case examples are provided for using 360 Feedback as either a transactional (managerial) or a transformational (leadership) lever for change. The chapter concludes with summary observations about the evolution and potential future of 360 Feedback for OD interventions, with an emphasis on trends in technology and the digitization of human resources. |
