At earlier stages of feedback culture maturity (such as "Developing"), feedback may be viewed skeptically or politically, often accepted conditionally or selectively. In such environments, feedback might be seen as criticism or judgment, which can discourage open dialogue and limit improvement. Moving towards a "Managing" stage, organisations typically view feedback as useful but still somewhat peripheral or separate from core operations, helpful primarily for comparisons and evaluations.

In mature or "Integrating" feedback cultures, organisations embrace feedback as a core element of their identity and operational strategy. Here, feedback is considered a fundamental driver of continuous improvement, innovation, and competitive advantage, shaping a culture that values openness, collaboration, and continuous learning.

Take a moment to reflect: What assumptions about feedback currently dominate your organisation? How might these be supporting or hindering your performance? What could change if they were brought into the light and challenged, particularly at senior levels?