"It's not useful to just measure anything." (Twitter 3/7/16)
For a list of David's publications, go here.
And click on citation in
"What We Believe" for direct access to articles/blogs.
David W. Bracken, Ph.D. delivers services that focus on implementing custom 360 Feedback and Coaching systems as well as strategic employee surveys, performance management systems, and leadership development. David is well-known as a thought leader for advancing the science of 360 degree assessments, particularly in its use to create large scale change and to improve talent management decisions.
Dr. Bracken is also currently Academic Program Coordinator for IO Psychology and faculty member of Graduate Studies at Keiser University.
David has been both an internal staff member and external consultant to varied organizations. As an internal staff member his experience includes Xerox and BellSouth. As a consultant he has worked for National Computer Systems, Personnel Decisions Intl, Towers Perrin, Mercer Delta Consulting, Kenexa and OrgVitality.
David received his BA degree from Dartmouth College, and MS and PhD degrees in Industrial/Organizational Psychology from Georgia Tech. He is a Certified Professional Coach from the College of Executive Coaching and is a Fellow of the Society of Industrial and Organizational Psychology and the Association for Psychological Science, and member of the American Psychological Association and the Association for Talen t Development .
Click here for David's CV/Resume.
What We Believe…
360-degree feedback is an extremely complex process that requires dozens of nuanced decisions in its design and implementation. (Bracken and Rose, 2011)
Validity for 360 feedback processes: Sustained, observed improvement in behaviors valued by the organization. (Bracken, Timmreck, Fleenor & Summers, 2001)
…we believe that 360 feedback is the key to improving the quality and effectiveness of performance management in organizations today. (Bracken and Church, 2013)
…we propose that 360 feedback has come of age and it is time for organizations to fully utilize its potential for driving individual performance and broader culture change. (Bracken and Church, 2013)
Feedback without alignment may not only be irrelevant but it may also take away our dignity. (dwbracken.wordpress.com 12/30/15)
We can’t create effective manager-coaches if we aren’t clear as to what they look like, and then select, train and reward accordingly. (dwbracken.wordpress.com 11/2/15)
Performance Management is not going away, and we need to continue to find ways to make it more effective. (dwbracken.wordpress.com 9/16/15)