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This paper hypothesized that ratees who share their multisource feedback with raters and ask for suggestions would improve more than other ratees. The participants were 5,335 ratees in a large, global corporation who received multisource feedback. Nine months after the initial survey, there was a follow‐up survey in which raters indicated whether the feedback recipient had shared the feedback and asked for suggestions. One year after the initial survey, there was a second multisource feedback survey. It was found that sharing feedback and asking for suggestions accounted for only a very small (albeit statistically significant) proportion of variance in improvement over time. This paper discusses factors that may affect the impact of sharing feedback and asking for suggestions following multisource feedback.

In light of and due to the spike in concern regarding high hazard industries, in general, and nuclear power plants (NPPs) in particular, resulting from the Japanese earthquake and crisis at Fukushima, the purpose of this paper is to offer an innovative organizational development (OD) intervention that may enhance safety and operational performance directed at these critical organizations.

Drawing on and integrating key elements of strategy, leadership coaching and development and assessment, the authors describe and detail an intervention designed to bring a troubled NPP to a state of reliability.

It was found that performance improved in a relatively short amount of time from implementing this OD tool.

The findings contained herein may apply to any organization aiming to improve on safety and operational performance.

The paper's findings should appeal to high hazard and high reliability organizations, such as those found within the energy industry, that must continuously strive toward improved operational and safety performance.