Low "power distance" and individualism mark the cultures where 360 feedback seems to be most effective, reports a study recently published in the Academy of Management's Learning and Education (2007, Vol. 6, No. 1, 33-50). "Power distance" refers to the degree of inequality among social levels, while "individualism" refers to identity based on self rather than one's group.
Feedback recipients in the U.S., where 360 feedback for management development originated, and Ireland, where power distance is lowest of the five cultures studied, showed the greatest gains. Lower gains were achieved in Israel, Phillipines and Malaysia.
The study, titled "Does 360 Feedback Process Create Actionable Knowledge Equally Across Cultures?", was coauthored by Frank Shipper, Richard Hoffman and Denise Rotondo. Shipper has researched various aspects of management effectiveness for more than 20 years, often using Clark Wilson Group 360 feedback instruments. This study included 360 feedback recipients in the US, Ireland, Israel, Philippines, and Malaysia. Culture is likely to affect 360 feedback in two basic ways, say the authors. "The process of seeking and providing multiple sources of feedback is based on values and assumptions not equally shared by all cultures," they write. In addition, "the relationship of [360 feedback] outcomes to various cultural values may also come into play."
Using Clark Wilson Group's Survey of Management Practices™, the study showed important nuances in the usefulness of feedback information to individuals from five different business cultures. It used four values that have been found to differentiate cultures: uncertainty avoidance, power distance, individualism and "masculinity" (orientation to competition and outcome, as opposed to cooperation and process).
The paper discusses the implications for both further research and practice. The printed article is available on the PPI shopping cart for $10 including shipping to the U.S and Canada (for international shipping please contact PPI).
