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"

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 five decades of international research, plus Peter Farey's own broad experience.

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.

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.

Forbes, Ron. (1995). Upward Feedback, the Neglected Wisdom. Management. October 1995. Australian Institute of Management, NSW.

Describes how Upward Feedback^® breaks down communication barriers.

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 original Upward Feedback^® model has developed to include 360 feedback, Self-Managed Teams, and benchmarking.

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.

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.

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.

Forbes, Ronald (2003). World of Tomorrow's Child.

International prize winning essay on a practical way to design the Future everyone really wants.

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.

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) [NOT LINKED]

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.[NOT LINKED]

The chapter on Performance Management includes an overview of the Upward Feedback^® methodology.

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.

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.