The culture of your organization is created by the behavior your leaders exhibit and tolerate. As no two organization cultures are the same, no two 360 Feedback processes will be the same if designed to reflect the uniqueness of your organization. Learn how to create sustainable leader behavior change using 360 Feedback, including the key decisions in design and implementation that lead to successful (i.e., valid) processes. We will also discuss how to position and overcome the traditional resistance to using 360 Feedback for decision making purposes.
David W. Bracken, Ph.D., serves as a Kenexa Executive Consultant and is best known for his thought leadership in 360 degree feedback used specifically for leadership development and decision making. Based on over 20 years of consulting expertise, Dr. Bracken has applied his core consulting competency of individual, team and organizational change to a number of global organizations including Shell Oil, GSK, Toyota Financial, James Hardie, Monsanto, Pepsi, PWC, Rockwell Automation and Jo-Ann Stores. Dr. Bracken’s consulting expertise also spans assessment, organizational surveys, coaching and change management.
As a thought leader, Dr. Bracken is the senior editor and contributor to The Handbook of MultiSource Feedback (2001) and has published many articles on the uses and validity of 360 feedback. Bracken is a member of the American Psychological Association, The Society of Industrial and Organizational Psychology, the Society of Consulting Psychology and the Society of Psychologists in Management. He holds a Doctorate degree and Master of Science degree in Industrial and Organizational Psychology from Georgia Tech and a Bachelor of Arts degree from Dartmouth College.