Craig,
Graeme. (1998) Act
on the Feedback, then Measure the
Impact.
Human Resources, June 1998. Institute of Personnel
Management, NZ.
Written
from the inside by a General Manager, this article describes
how 360 Facilitated® is used to promote
manager development and culture change. Managers improve 50%
as measured by staff. |
"Navigator" (1999) 360 Feedback In-house newsletter of Royal & SunAlliance, NZ, March 1999.
Describes 360 Facilitated® /Upward Feedback® results to date: "It's hard to imagine the company without it" |
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Farey, Peter. (1993). Mapping the Leader/Manager. Management Education and Development, Vol 24, Part 2. Lancaster University, UK.
This is the seminal article defining the Leader/Manager model - based on of 5 decades of international research, plus Peter Farey's own broad experience. |
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Forbes, Ron. (1995). Upward Feedback: from Fear to Trust. Newsletter. December 1995. Australian Institute of Training and Development, NSW.
A one-pager on Australia's Karpin Report and what it means for management development. |
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Forbes, Ron. (1995). What Karpin Forgot. The Company Director. August 1995. Australian Institute of Company Directors.
This article launched Upward Feedback® in Australia, emphasising the necessity for senior management to know what is happening at the workface. |
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Forbes, Ron. (1995). Upward Feedback, the Neglected Wisdom. Management. October 1995. Australian Institute of Management, NSW.
Describes how Upward Feedback® breaks down communication barriers. |
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Forbes, Ron. (1996). Upward Feedback, a New Power for the Learning Organisation. HR Monthly. November 1996. Australian Human Resources Institute.
Comparing 360 Facilitated® with focus groups and climate surveys, this article gives full coverage to the process and its learning outcomes. It describes how the primary model has developed to include Self-Managed Teams, 360 feedback and benchmarking. |
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Forbes, Ron & Peter Farey. (1997). Managers squeezed from all sides. HR Monthly. 1997. Australian Human Resources Institute.
Compares Australian, UK and New Zealand data - illustrates the conflicting demands made on managers. |
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Forbes, Ronald. (1998). The Two Bottom Lines - Let's start to measure. The Quality Magazine. August 1998. Australian Quality Council.
Not about Upward Feedback® but instead challenges organizations to consider what they must achieve for long-term success and survival. |
Forbes, Ronald & Dylan Forbes (1999). Open Communication Through Feedback. Professional Development Series: Becoming an Employer of Choice. Australian Human Resources Institute Conference 29-30 November 1999.
How stress at work arises through lack of control over the way the job is done, and how a culture of upward feedback can promote participation and reduce stress. |
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Forbes, Ronald (2000). A Balanced Scorecard Plus Mega and 360. Updated from American Society for Training and Development (ASTD) website T&D Magazine, Sept. 2000.
How 360 Facilitated® dovetails with the Balanced Scorecard - plus Mega planning. |
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Forbes, Ronald (2003). World of Tomorrow's Child.
International prize winning essay on a practical way to design the Future everyone really wants. |
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Forbes, Ronald, Dylan Forbes & Peter Hoskins (2005). Start-up Mega Planning - A Case History. Performance Improvement Quarterly Vol. 18, No. 3, 2005.
Copyright © 2005 Learning Systems Institute, Florida State University, Suite 4600 University Center, Bldg. C, Tallahassee, Florida, 32306-2540. Reprinted by permission from Performance Improvement Quarterly.
Based on Roger Kaufman's original model, this shows the simplest way to start up Mega Planning in any organization - and the story of its easy and successful use in a well-established private sector company.
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Humphries, Edwin & Ronald Forbes (1993). The Challenge of Mandated Organizational Change. Abstract & Conclusion only. Qualcon Australia 1993. Conference Proceedings. Sept. 1993.
The mandates of society as the key stakeholder - and how to gain synergies between the many required elements. [Full article available on request - links TQM, Mega planning, Continuous Improvement & Leadership]. |
Kaufman, R, & R. Forbes. 2002 Team and Organization Development Sourcebook. Instrument: Does your Organization Contribute to Society? (McGraw Hill)
Introduction and instruments useful for presenting the concept of the Balanced Scorecard Plus. |
Kaufman, R., Thiagarajan, S., & MacGillis, P., Eds. (1997). The Guidebook for Performance Improvement: Working with Individuals and Organizations. San Francisco, Pfeiffer & Co.
The chapter on Performance Management includes an overview of the Upward Feedback® methodology. |
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Paterson, Anne. (2002). Leadership development using Team Management Systems. Team Management Systems (TMS).
A journey through the Team Management Profile in combination with Upward Feedback® (360 Facilitated®) by Anne Paterson of Results Through People was recently published by Team Management Systems. Ann is a Master Trainer with TMS and in this article she describes an ingenious and successful way of working with the two profiles. |
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Kaufman, R., Forbes, R., & Parks, J. (2005). How to Make the Balanced Score Card Really Balanced. In Silberman, M. & Philips, Editors The 2005 ASTD Team & Organization Development Sourcebook. Alexandria, VA. ASTD Press.
Adding the level of societal impact to your Balanced Scorecard gives your organization a real and measurable way of contributing to the society and environment that sustain it. Practical ways to update your BSC and aim for a shared future.
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