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Published on: February 16, 2011
Doctors' perceptions of why 360-degree feedback does (not) work: a qualitative study
Karlijn Overeem1, Hub Wollersheim, Erik Driessen
1IQ Healthcare, University Medical Centre St Radboud, University of Nijmegen, 6500 HB Nijmegen, The Netherlands. k.overeem@iq.umcn.nl
Medical Education
|August 28, 2009
Summary
360-degree feedback can drive practice improvement in consultants, but success hinges on supportive systems and individual motivation. Addressing factors like workload and fostering open communication are key to realizing performance gains.
Area of Science:
- Medical Education
- Healthcare Management
- Professional Development
Background:
- 360-degree feedback is a common tool in medical revalidation.
- Little is known about factors influencing performance improvement post-feedback.
Purpose of the Study:
- To identify incentives and disincentives for consultants implementing 360-degree feedback suggestions.
- To explore variables affecting practice improvement after 360-degree assessments.
Main Methods:
- Qualitative study using semi-structured interviews with 23 consultants in the Netherlands.
- Grounded theory analysis of transcribed interviews.
- Consultants were selected based on demographics and prior questionnaire responses.
Main Results:
- Four key factor groups identified: contextual (workload, openness, management support), feedback-related, assessment system characteristics (facilitators, portfolio, goals, follow-up), and individual (self-efficacy, motivation).
- Lack of openness and constructive feedback were noted as barriers.
Conclusions:
- 360-degree feedback promotes practice improvement when supported by skilled facilitators, clear goals, and follow-up.
- Hospitals and consultant groups must address environmental factors like openness and feedback quality.
- Sharing reflections can enhance collegial relationships and performance improvement.
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