What is a learning culture—and how does it relate to feedback?
In a true learning culture, development isn’t an exception but the norm. Everyone learns, every day. The same goes for feedback. In a mature feedback culture, people feel safe to address one another, admit mistakes, and actively seek input. And more: they also engage with it in a constructive way.
That ideal culture is rare in reality. In practice there is often still a long road ahead.
Why is giving feedback still so difficult?
Research shows that:
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6 out of 10 employees consider it taboo to point out mistakes or under-performance by their managers.
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5 out of 10 employees avoid giving negative feedback to colleagues.
We talk a lot about feedback but far too little with each other—especially when things get tough. The classic image of the “expert” often clashes with openly acknowledging errors, which are still too often linked to reputational loss.
How do we make mistakes discussable?
To err is human. Mistakes offer unique learning opportunities but can also trigger uncertainty, guilt, or shame. Lower-skilled or operational profiles, in particular, find it hard to talk about errors.
Research among blue-collar workers shows that their line managers often have little faith in their development potential. Managers also tend to solve problems themselves instead of encouraging employees to learn and grow.
Why does feedback sometimes sting so much?
Negative feedback touches our sense of pride, provoking resistance—or denial. Learning to receive feedback differently takes repeated practice and personal growth.
I still remember the first reviews of my academic papers. I often experienced the comments as 'brutal'. Only later did I realize my reviewers had a point, but it was only after much slogging that I came—reluctantly—to that insight.
And if you’re a manager giving feedback, the question arises: Do you truly invite honest input, or are you mainly seeking confirmation?
Especially, in hierarchical positions, giving and receiving honest feedback is hard; it demands the right language, an open mindset, and psychological safety.Is there such a thing as ‘good’ and ‘bad’ feedback?
Feedback is always a matter of context, timing, and nuance. For experienced employees, focusing mainly on errors is demotivating, whereas for juniors it can be crucial for growth.
Then there’s the feedback paradox:
We react negatively to negative feedback, fail to use it, perform worse, and ultimately… receive even more negative feedback.
What causes resistance to learning?
A similar dynamic plays out with learning barriers. No matter how curious we are, sometimes it just doesn’t work and our appetite for learning plummets. Think of:
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High workload, stress, or overload
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Training piled on top of daily tasks
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Mandatory courses that feel irrelevant
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Invisible ROI: the effort seems bigger than the immediate payoff
The result? Stagnation—or worse, outright resistance to learning.
How do you foster an informal learning-and-feedback culture?
Organizations are increasingly striving for a culture where learning and feedback become second nature. This requires a mental shift:
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No separate training blocks, but daily learning moments
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No formal annual evaluations, but regular check-ins and feedback loops
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Micro-habits such as learning questions during team meetings or a quick feedback round after every project
This opens space to spark learning, feedback, and growth systematically.
What’s the right balance between formal and informal learning?
An informal learning-and-feedback culture doesn’t exclude formal processes; on the contrary, they complement each other. But that balance needs constant attention, because learning and feedback aren’t one-off interventions—they’re systems that must be maintained and nurtured.
