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…mindsets aren’t enough to transform a culture. Although psychological safety erases the fear of challenging authority, it doesn’t necessarily motivate us to question authority in the first place.

To build a learning culture, we also need to create a specific kind of accountability – one that leads people to think again about the best practices in their workplaces.

The goal in a learning culture is to welcome these kinds of experiments, to make rethinking so familiar that it becomes routine.

…nothing stands in the way of frequent, candid feedback except habit and corporate culture.

…cultures can be formidable, but they can be changed. Any enterprise that wants a culture of true candor can have it, and there’s no excuse for not having it.

…cultures can be changed over time, and the best organizations will do the work necessary to change them in order to get the benefits of truly deep and broad feedback.

Chemistry and culture are key.

One of the main reasons why the people in organizations don’t produce more innovation is that the culture isn’t friendly to it. New ideas aren’t really welcomed.

Culture change starts at the top. As long as those C-level executives think the culture is fine, it will never change.

…when dealing with someone from another country, particularly someone with a markedly different cultural background… you [are] likely to see the necessity of establishing some accepted process for the substantive negotiations.