Published Articles
 Casselle, John; Forbes, Ronald & Spratt, Sharron. (1997) Upward Feedback® with Willoughby City Council. IIR Conference - Sydney, 17-18 Sept. 1997. A really 'on the ground' article about reactions of managers and staff to Upward Feedback®. |
| 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 welcomed at all levels. Managers as a group 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 as the originator of upward feedback in the UK in 1974. |
| 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 the Upward Feedback® program 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, Ronald & Barton, Nerrida A. (2008) An Area Health Service Living with the Leader/ Manager Model. "Life after 360 Degree feedback and Assessment Development Centers - Identifying and Nurturing Leaders". TV Rao Conference, New Delhi, India, 15-16 December 2008. How an Area Health Service used 360 Facilitated® to enlighten management at all levels. |
| Forbes, Ron & Farey, Peter. (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. Challenges organizations to consider what they must achieve for long-term success and survival. A practical way to measure their contribution to our shared future. |
| Forbes, Ronald & Forbes, Dylan. (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 for Sustainability. |
| 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 & Loty, John. (2009). Positive Change. Management Today, May 2009. Australian Institute of Management, NSW. A one-page introduction to Appreciative Inquiry (AI). |
| Forbes, Ronald, Forbes, Dylan & Hoskins, Peter. (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 & Forbes, Ronald. (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, Roger & Forbes, Ronald. 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, 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 - with quite extraordinary results, both professional and personal. |
| 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. |
