1980s was the time when the technology for reporting multi-source feedback and reporting was developed. The original purpose of this development was to identify the leadership performance. The leaders obtained the quantitative and qualitative information about the strong points and the areas that needed improvement by evaluating a wide-ranging set of skilled areas. Numerous innovative uses for the multi-source feedback have evolved in the recent past decades. The 360 feedback system is known for its conventional use as a global diagnostic of competence and skills. Diagnosis to support changes in the behavior is just one aspect of the 360 feedback system but it goes far beyond it. It is not just enough to improve the work habits but the total identification of the priority areas is also very important. For changing the behavior patterns, it requires the instructions along with months of reinforcement.

When the individuals are trying to do differently, the initial or the first attempts usually feel awkward even if they are done with the best intentions. A lot of frustration and discouragement follows when the individuals do not get the desired results. It is very natural that the individuals fall back to the previous conditions if there is no proper guidance and reinforcement from the direct manager and others in the workplace. The 360 feedback system needs to be religiously followed for several months with proper reinforcement which includes ongoing learning, feedback, training and accountability. To adopt the new behavior pattern, it takes a long time for the cells in the brain to grow and reconnect into a new pathway. The people need training when they are evaluated underdeveloped in certain skill required areas. Extended period of motivation is seriously required for both these interventions. In this way the 360 feedback works in both ways as a diagnostic assessment and to check whether the weak area had developed.