This tool focuses on self-development within the team and helps to convert team intentions into individual actions. Each person within the team will gain a better understanding of his or her strengths, limitations and developmental areas.TeamView 360 measures each individual's scores compared to the team members and the teams' average scores. It uses 31 team orientated behaviors within 7 major competencies.
These results are used to produce a powerful, graphical report with an easy-to-follow Personal Effectiveness Plan for each team member. This tool is ideal for bringing focus to the team development process by tracking team performance through each individual.
Additional Team View 360 validation, psychometric properties and research information can be found:
Nowack, K., (2002). Does 360 degree feedback negatively effect company performance: Feedback varies with your point of view. HR Magazine, Volume 47 (6), June 2002. Article (publishers web site) Article (local copy)
Nowack, K., Hartley, J, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53. Abstract
Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46. Abstract
Wimer, S. and Nowack, K. (1998). Thirteen common mistakes in implementing multi-rater feedback systems. Training and Development, 52, 69-80. Abstract
Nowack, K. M. (1994). The secrets of succession: Emphasizing development in succession planning systems. Training and Development, 48, 49-54. Abstract
Nowack, K. (1993). 360-Degree feedback: The whole story. Training & Development Journal, 47, 69-72 Abstract
Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3, 141-155. Abstract
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