The Mycelial Organization: Cultivating a Thriving Feedback Ecosystem

Introduction: The Silent Forest and the Unseen Network

Many organizations resemble a silent forest.

From a distance, the individual trees—the employees—may appear healthy and productive.

Yet, beneath the surface, a profound silence reigns.

There is no network for sharing vital information, resources, or warnings about impending threats.

This quiet is often mistaken for harmony, but it is a precursor to stagnation, fragility, and eventual decay.

In this environment, traditional employee surveys are often little more than superficial attempts to gauge the forest’s health by counting leaves or measuring trunk girth.

They fail because they cannot access the true, living communication system of the organization.

A truly resilient and adaptive organization functions less like a silent forest and more like a thriving ecosystem connected by a mycelial network.

This vast, subterranean web of fungal threads links individual trees and plants, transporting nutrients, water, and chemical signals across the entire ecosystem.¹

The health of this network—often unseen, decentralized, and operating on a principle of symbiotic trust—is what determines the collective vitality and adaptability of the forest.⁴

An effective employee feedback system is the organizational equivalent of this mycelial network.

It is a dynamic, interconnected system that nourishes the organization with honest insights, signals emerging problems, and fosters collective resilience.

This report provides a framework for leaders to move beyond the silent forest model by intentionally cultivating a robust feedback ecosystem.

It details how to prepare the cultural soil, design and deploy effective survey instruments, interpret the complex signals that flow through the network, and, most importantly, translate those signals into the visible, tangible actions that signify a healthy, thriving organization.

Part I: Preparing the Soil – The Preconditions of Trust and Psychological Safety

A feedback network, like its biological counterpart, cannot grow in barren or toxic soil.

The organizational culture is the substrate, and its health is the primary determinant of whether honest feedback can take root and flourish.

Before any survey is launched, leaders must first assess and cultivate the foundational elements of trust and psychological safety.

The Chemistry of Trust: The Critical Distinction Between Anonymous and Confidential

A fundamental error in survey design is the interchangeable use of “anonymous” and “confidential”.⁶

This confusion is not merely semantic; it strikes at the heart of employee trust.

• Anonymous surveys are those where responses are completely decoupled from any personally identifiable information. The identity of the respondent is unknown to everyone, including system administrators and third-party vendors.⁶
• Confidential surveys link responses to personal information, often through the organization’s Human Resource Information System (HRIS), but this link is protected. While administrators can technically identify respondents, the organization pledges to keep this information private and only report on aggregated data to prevent individual identification.⁶

The trust-anonymity paradox lies in the fact that while anonymity is intended to build trust, the claim of anonymity is often where trust is destroyed.

Employees are frequently skeptical, and for good reason.¹⁰

Seemingly innocuous technical features like personalized survey links, the collection of metadata such as IP addresses and device details, or asking for detailed demographic information (department, tenure, location) in small teams can easily de-anonymize respondents.⁸

This creates a “false sense of anonymity” that, once discovered, irreparably damages trust in all future feedback initiatives.¹¹

A more effective strategy is radical transparency.

It is far better to run a well-explained confidential survey than a poorly executed anonymous one that breeds suspicion.

Leadership must proactively communicate why demographic data is needed—to allow for meaningful analysis of how experiences may differ across the organization—and detail the specific safeguards in place.

These safeguards include using reputable third-party vendors who act as a firewall between raw data and the company, and establishing minimum reporting group sizes (e.g., no data is shown for groups smaller than five people) to make individual identification impossible.⁶

The gravity of this issue is underscored by the legal landscape.

In many jurisdictions, employers have no legal obligation to maintain survey anonymity.⁸

This exposes a cruel irony: for an employee to legally prove retaliation based on survey feedback, their response would likely need to be identifiable.

This reality makes a culture of high trust and psychological safety far more protective for employees than any technical promise of anonymity.⁸

Decontaminating the Soil: Overcoming the Legacy of Inaction

The single greatest predictor of survey failure is an organization’s history of inaction on previous feedback.¹⁴

When employees take the time to provide thoughtful, candid responses and see no resulting change, they learn that the process is futile—a performative exercise in “corporate busywork”.¹⁷

This perceived futility is the primary driver of survey fatigue and cynicism, leading to plummeting participation rates and low-quality, rushed responses in the future.¹⁹

This inaction creates a vicious cycle.

When leaders fail to act, employees become disengaged from the survey process.

Their subsequent responses become less honest and detailed.

This poor-quality data gives leaders little actionable insight, making meaningful change even harder and reinforcing their tendency toward inaction, which further erodes trust.²⁰

Breaking this cycle requires a deliberate remediation strategy, especially when trust is low:

1. Acknowledge Past Failures: Leadership must begin by openly and humbly admitting that past efforts fell short. This includes explaining, where possible, why action was not taken and demonstrating a renewed commitment to the process.²³
2. Re-launch with a “Confidentiality Commitment”: The new survey initiative should be accompanied by a formal declaration from the highest levels of leadership. This commitment should clearly state the survey’s purpose, detail the confidentiality safeguards, and, most importantly, provide a transparent timeline for analysis, communication, and action planning.⁹
3. Dig Deeper to Demonstrate Commitment: When initial survey results are disappointing or unclear, it signals a failure in the instrument, not necessarily in the employees. One multinational consumer goods company faced this situation with low scores on work-life balance and retention.²⁵ Instead of blaming the data, management recognized their survey had failed to uncover the root causes. They pivoted to a different listening method—a facilitated online dialogue—to engage employees in a deeper conversation. This demonstrated a genuine desire to understand, which created “instant good will” and led to a significant increase in survey scores the following year.²⁵

Psychological Safety: The Soil’s pH Balance

Trust is the soil, but psychological safety is its essential pH balance.

Coined by organizational behavioral scientist Amy Edmondson, psychological safety is “a shared belief held by members of a team that the team is safe for interpersonal risk taking”.²⁶

It is not about being comfortable or “nice” all the time; it is the belief that one can be candid, ask questions, admit mistakes, or challenge the status quo without fear of being embarrassed, marginalized, or punished.¹⁸

There is a direct and powerful link between the level of psychological safety in a culture and the honesty of its survey responses.²⁶

If employees do not feel safe to voice a dissenting opinion in a team meeting, they will not feel safe providing truly candid feedback on a survey, regardless of any promises of anonymity.

The fear of being identified—whether through demographic data, writing style, or the specific nature of a comment—can stifle the very feedback the organization needs most to adapt and improve.¹⁸

A dangerous perception gap often exists within organizations.

Research reveals that senior executives are far more likely to feel psychologically safe than individual contributors.

One study found that executives were 43% more likely than non-managers to say they feel safe taking risks at work.³⁰

This means leaders often operate in a bubble of perceived safety, fundamentally misjudging the climate of fear or caution experienced by those lower in the hierarchy.

This disconnect is a primary reason why leaders are often surprised by negative survey results or, conversely, by a lack of meaningful feedback.

Cultivating psychological safety is a leadership responsibility.

It is nurtured through consistent, deliberate behaviors:

• Model Vulnerability and Empathy: Leaders who admit their own errors, acknowledge what they don’t know, and show genuine care for employees as individuals create an environment where others feel safe to be human.²⁸
• Frame Work as a Learning Problem: Position challenges and even failures as opportunities for collective learning rather than as events requiring blame. This encourages experimentation and innovation.²⁶
• Promote Inquiry and Active Listening: Actively solicit input, listen to understand rather than to rebut, and acknowledge all contributions, even those one disagrees with. This makes employees feel that their voice is heard and valued.¹⁸

Feature	Anonymous Survey	Confidential Survey
Definition	Responses are completely decoupled from any personal identifiers. Respondent identity is unknown to everyone. 6	Responses are linked to personal data (e.g., HRIS), but identity is protected by the administrator. 8
Data Linkage	No link to demographic or performance data unless asked for in the survey itself. 6	Automatically links to rich demographic data (tenure, department, level), enabling deep analysis. 6
Analytical Power	Limited. Cannot reliably segment results by demographic groups unless they are self-reported, which can compromise anonymity. 6	High. Allows for robust analysis of how experiences differ across various employee segments, identifying systemic issues. 6
Risk of Unproductive Feedback	Higher. Anonymity can sometimes encourage unproductive venting or “trolling” without context or accountability. 6	Lower. The knowledge that responses are tied to a real (though protected) identity tends to foster more constructive feedback. 6
Employee Trust Implications	Fragile. Trust is easily broken if employees suspect they can be identified through survey design or metadata. 10	Potentially higher if communicated transparently. Builds trust by being honest about data handling and safeguards. 6
Best Use Case	Highly sensitive topics (e.g., reporting illegal activity) where absolute non-attribution is paramount. Quick polls on non-critical issues. 29	Comprehensive engagement, culture, and leadership effectiveness surveys where segmented data is crucial for action planning. 6
Key Communication Message	“Your response cannot be traced back to you by anyone, including the survey administrators.”	“Your individual responses are protected and will never be shared. We analyze data in aggregate to understand group trends and take meaningful action.” 9

Part II: Inoculation – Designing and Deploying the Survey

Once the cultural soil is prepared, the survey itself acts as the “spore” that inoculates the organization with a feedback mechanism.

The genetic quality of this spore—the survey’s design—and the method of inoculation—its deployment and communication—determine whether a healthy, thriving network will grow or if the effort will fail to take root.

Spore Selection: The Science of Effective Question Design

The ultimate goal of any survey question is to elicit an actionable insight, not merely to collect interesting data.³⁴

Questions that are intriguing but cannot lead to a concrete change by leadership or management are a waste of employees’ time and attention.

For example, asking “I have a best friend at work” is less actionable than asking about the conditions that foster positive relationships, which managers can directly influence.³⁵

Designing effective questions requires avoiding common genetic defects.

Common Pitfalls in Survey Question Design:

• Double-Barreled Questions: These questions ask about two distinct concepts at once, such as, “Does your manager handle your personal and professional issues effectively?”.³⁴ A “no” answer is impossible to interpret: does the manager fail at both, or just one? This yields ambiguous and useless data.¹⁷
• Leading or Biased Questions: Phrasing that nudges a respondent toward a particular answer, like “How satisfied are you with our excellent new wellness program?” poisons the data and signals that honest criticism is not welcome.¹⁹
• Ambiguous or Jargon-Filled Language: Using corporate buzzwords, acronyms, or overly complex language creates confusion and leads to unreliable data as different employees interpret the question differently.¹⁶
• Forcing a Choice with Inappropriate Scales: Four-point rating scales that lack a neutral midpoint are a common mistake borrowed from consumer research. In the context of employee feedback, being undecided or neutral is a legitimate and valuable response. Forcing employees into a positive or negative camp when they are genuinely on the fence can cause frustration and data loss.³⁵ A five-point Likert scale (e.g., Strongly Disagree, Disagree, Neither Agree nor Disagree, Agree, Strongly Agree) is widely considered a best practice as it captures this nuance while remaining easy to complete.³⁷

Crafting High-Quality Questions:

To ensure a “healthy genome” for the survey, questions should be specific, actionable, and balanced.

They must focus on observable behaviors and conditions that managers can directly influence.

For example, instead of asking an employee to self-assess with “I know what’s expected of me at work,” the question should assess the manager’s action: “At work, expectations are clearly communicated”.35

A well-designed survey uses a mix of quantitative (rating scale) questions, which are easy to analyze at scale, and a limited number of qualitative (open-ended) questions, which provide rich, contextual insights.¹⁶

Including too many open-ended questions can lead to respondent fatigue and create an overwhelming analysis burden.²³

Well-formulated questions typically fall into key categories:

• Leadership & Management Effectiveness: “Do you regularly receive constructive performance feedback from your manager?” and “Does your manager care about you as a person?”.³⁸
• Psychological Safety & Inclusion: “I feel safe to take a risk on this team,” and “Do you feel comfortable expressing your authentic self and opinions within the organization?”.²⁶
• Career Growth & Development: “Do you know what steps you need to take in order to move up in the organization in the next year?” and “Are there clear career paths and advancement opportunities available to you?”.³⁸
• Company Culture & Values: “To what extent do you believe the organization’s stated values are reflected in everyday actions and decision-making?”.³⁹

Pitfall	“Bad” Question Example	Why It’s Bad	“Good” Question Example
Double-Barreled	“Are you satisfied with your pay and benefits?” 17	Mixes two separate issues. An employee could be happy with pay but not benefits, making the response uninterpretable.	1. “I am satisfied with my pay.” 2. “I am satisfied with my benefits package.”
Leading/Biased	“Don’t you agree that our new hybrid work policy is a great improvement?” 19	Pressures the respondent to agree and signals that disagreement is undesirable.	“How satisfied are you with the new hybrid work policy?”
Vague/Ambiguous	“I like the kind of work I do.” 35	Too broad. “Liking” work can mean many things (it’s challenging, it’s easy, it’s meaningful). This provides no actionable insight.	“My work gives me a feeling of personal accomplishment.”
Asks for Self-Rating	“I am a collaborative team member.” 35	People are often poor, biased judges of their own behavior. This measures self-perception, not the actual environment.	“Members of my team are able to bring up problems and tough issues.” 26
Non-Actionable	“I have a best friend at work.” 35	While friendships are positive, managers cannot directly create them. This measures an outcome, not a driver that management can influence.	“My manager promotes a trusting and open environment.” 38

Strategic Cultivation: Annual Baselines vs. Pulse Monitoring

The debate over annual versus pulse surveys is often framed as an “either/or” choice, but this is a false dichotomy.

A mature feedback strategy uses both in a symbiotic relationship to cultivate a healthy information ecosystem.⁴¹

The annual survey acts as a comprehensive topographical map of the entire organizational ecosystem.⁴²

It is a deep, resource-intensive dive that establishes critical baselines for key drivers like engagement, leadership effectiveness, and inclusion.

Its strength lies in its breadth, allowing for robust demographic segmentation that can reveal systemic issues affecting specific parts of the organization.⁴²

This foundational map is essential for long-term strategic planning.¹⁵

Pulse surveys, in contrast, are the real-time sensors placed throughout that ecosystem.⁴¹

These are shorter, more frequent check-ins (e.g., quarterly or monthly) designed to:

• Track progress on action plans derived from the annual survey, creating accountability.⁴⁴
• Monitor employee sentiment during periods of significant change, such as a merger, restructuring, or leadership transition.¹⁵
• Gather rapid, targeted feedback on specific and timely issues, like the rollout of a new IT system or a change in benefits.⁴²

The two survey types work best in concert.

The annual survey provides the strategic “what” and “where,” while pulse surveys provide the tactical “how are we doing?” and “what’s happening now?”.⁴²

Without the baseline context from the annual survey, pulse data can be difficult to interpret accurately.⁴²

A common concern with more frequent surveying is “survey fatigue.” However, research suggests that fatigue is not primarily a function of frequency but of futility.⁴⁴

Employees do not get tired of being asked for their opinion; they get tired of being asked for their opinion when nothing ever happens as a result.¹⁴

An organization that demonstrates a genuine commitment to acting on feedback will find its employees are willing and even eager to participate regularly.⁴²

The Communication Campaign: Announcing the Inoculation

A survey’s success is heavily dependent on a deliberate, multi-stage communication plan that treats the process like a major change management initiative.³⁷

1. Pre-Survey (Priming the Soil): Weeks before launch, the organization should begin communicating that a survey is coming. This phase is critical for setting expectations and building trust. Communications must clearly articulate the “why”—the survey’s objectives and how the results will be used to create tangible benefits for employees.²² This is the time to showcase leadership buy-in and, most importantly, to transparently detail the confidentiality measures being taken.¹⁴ Line managers should be engaged as champions, equipped with talking points to encourage participation from their teams.⁴⁷
2. During the Survey (Launch & Reminders): The official launch should be signaled with a message from a senior leader to underscore its importance.⁴⁷ This message should be disseminated through multiple channels—email, intranet, team meetings—to ensure it reaches everyone.⁴⁶ Gentle reminders should be sent during the survey period, but it is crucial to avoid coercive language or managers directly asking individuals if they have participated, as this can compromise the feeling of safety and bias the results.¹⁴
3. Post-Survey (Closing the Loop): The moment the survey window closes, a communication should be sent to all employees. This message should thank them for their participation and, critically, provide a clear timeline for when they can expect to hear about the high-level results and next steps.²⁴ This immediate acknowledgment prevents a period of silence that can breed cynicism and demonstrates that the process is moving forward as promised.

Part III: Reading the Network – Analysis and Interpretation of Feedback

With the feedback network established, the next phase involves interpreting the signals that flow through it.

This requires moving beyond surface-level data to uncover profound, systemic insights about the health of the organization.

From Signal to Insight: Beyond Participation Rates

The initial analysis begins with standard quantitative techniques.

Descriptive statistics reveal high and low scores, while cross-tabulation allows for comparisons across different demographic groups (e.g., department, tenure, location), highlighting where issues may be concentrated.⁴⁶

The goal is to identify patterns and significant variations, not just to calculate overall averages.

Qualitative analysis of open-ended comments presents a greater challenge.

While these comments offer invaluable context, they can be voluminous and time-consuming to process manually.¹¹

Modern analytical platforms leverage tools like natural language processing (NLP) and sentiment analysis to automatically identify recurring themes and gauge the emotional tone of comments, making it possible to derive meaningful insights from thousands of text responses.⁵⁰

Throughout this process, analysts and leaders must actively guard against confirmation bias—the tendency to seek out and favor data that confirms pre-existing beliefs about the organization’s problems.²²

A survey’s primary purpose is discovery, not just validation.

The most valuable insights often come from findings that are unexpected or even counterintuitive.

The Mycelial Mind and Stochastic Resonance: Detecting the Weak Signals

To achieve a deeper level of understanding, leaders can adopt a mental model inspired by a counterintuitive phenomenon from physics and sensory neurobiology: stochastic resonance (SR).

SR occurs when the presence of a moderate level of random noise in a nonlinear system actually enhances the detection of a weak, underlying signal.⁵²

Without the “noise,” the “signal” is too faint to cross the system’s detection threshold.⁵⁴

This concept provides a powerful analogy for analyzing employee feedback:

• The “Signal” represents a critical but nascent organizational issue. This could be a brewing pocket of toxicity, an emerging safety concern, a potential compliance breach, or the early stages of a product failure. In quantitative survey data, this signal is often weak—a slight dip in an average score that is easily dismissed as statistical noise.
• The “Noise” is the unstructured, candid, and sometimes emotional feedback found in open-ended survey comments. These individual stories and verbatim quotes are often treated as anecdotal and statistically insignificant.⁵⁰
• The “Nonlinear System” is the organization’s leadership and analytical process, with its own cognitive thresholds for what constitutes a “real” problem worthy of attention.

By embracing and rigorously analyzing the “noise” of qualitative comments, leaders can amplify the weak “signal” of a critical issue, pushing it across their threshold of awareness.

A single, powerful, anonymous comment—or a small cluster of them—can illuminate a systemic pattern that was previously invisible in the aggregated quantitative data.

This reframes the role of qualitative feedback entirely.

It is not mere “color commentary” for the numbers; it is a vital part of the detection system, providing the resonant energy needed to make faint signals audible.⁵⁵

To practice this, leaders must pay disproportionate attention to outlier comments, emotionally charged language, and recurring phrases in the qualitative data, even if they originate from a small number of respondents.

These are the inputs that can reveal the true story behind the numbers.

Sharing the Harvest: Communicating Results with Radical Transparency

Once the analysis is complete, the results must be shared.

Hiding, delaying, or sugar-coating the findings is one of the fastest ways to destroy trust and validate employee cynicism.¹⁵

Employees have a vested interest in the results, and transparency is non-negotiable.

A best-practice communication strategy cascades the results through the organization:

1. Senior Leadership First: The executive team must be the first to see the results. This initial briefing is crucial for securing their understanding, alignment, and unwavering commitment to the action-planning process that will follow.⁵⁶
2. Manager Enablement: Before results are shared company-wide, managers must be equipped with their own team-specific reports. This step must be paired with training and resources that guide them on how to interpret their data and facilitate a constructive conversation with their team. Critically, managers must be coached to focus on the collective themes and potential solutions, and explicitly warned against any attempt to identify which individuals provided which pieces of feedback.⁹
3. All-Hands Communication: High-level, company-wide findings should be shared with all employees. This can be done through a variety of channels, such as a CEO-led town hall meeting, a video message, or a detailed post on the company intranet with infographics summarizing key themes.⁴⁷
4. Team-Level Discussions: The most critical conversations happen at the team level. This is where managers and their direct reports discuss their specific results, explore the context behind the numbers, and begin to collaboratively brainstorm solutions. This decentralized approach empowers teams and ensures that action planning is relevant to their unique challenges.²⁴

Part IV: The Fruiting Body – Action, Accountability, and Visible Change

The ultimate purpose of a feedback network is to produce “fruiting bodies”—the visible, tangible outcomes of a healthy, well-nourished system.

In an organization, these are the actions, changes, and improvements that demonstrate to employees that their feedback has been heard and valued.

This is the most critical phase of the survey process and, paradoxically, the one most prone to failure.

From Insight to Action Plan: A Collaborative Framework

An effective action plan translates insights into concrete, manageable steps.

A structured approach, such as the AFTER framework (Analysis, Focus areas, Team discussions, Execution plan, Reminders & reinforcement), can guide this process.⁵⁷

A crucial first step is to prioritize.

Leaders must resist the temptation to try and fix everything at once, which inevitably leads to fixing nothing.

Based on the survey data and strategic organizational goals, leaders should select two or three high-impact focus areas where change will be most meaningful.²⁴

These action plans cannot be developed in a boardroom and handed down to the organization; this approach is destined to fail.

The most effective and sustainable solutions are co-created with the employees who are closest to the issues.

Organizations should use mechanisms like focus groups, cross-functional task forces, or dedicated team-level brainstorming sessions to generate solutions collaboratively.²⁴

This not only leads to better, more practical ideas but also empowers employees and generates buy-in for the changes to come.

Finally, every action item must be assigned clear ownership, a realistic timeline for completion, and a specific metric for success.

This structure creates accountability and allows the organization to track progress transparently.⁴⁶

Case Studies in Cultivation: Learning from Thriving Ecosystems

Examining organizations with mature feedback ecosystems provides a blueprint for success.

• Google’s Project Oxygen: Google provides a masterclass in using data to map a managerial ecosystem. Through a combination of surveys and interviews, their People Operations team identified the key behaviors of the most effective managers.⁵⁸ The findings were striking: “soft” skills like being a good coach, empowering the team, and creating psychological safety were far more predictive of team success than a manager’s technical expertise.⁵⁸ Google’s feedback network acted as a sensor array, identifying the critical “nutrients” required for team health. The company then used this data to “inoculate” its entire management culture through targeted training and development programs, leading to statistically significant improvements in employee turnover, satisfaction, and performance.⁶¹
• Microsoft’s Cultural Transformation: Microsoft’s journey illustrates the creation of a sophisticated, digital mycelial network. The company moved away from its notoriously toxic “stack ranking” performance system—which actively discouraged collaboration and network health—and toward a continuous feedback culture built on Satya Nadella’s philosophy of a “growth mindset”.⁶³ They built an integrated platform, Microsoft Viva, that combines multiple feedback channels, including traditional surveys, ongoing performance “Connects” between managers and employees, and a peer feedback tool called “Perspectives”.⁵¹ This tool, which asks colleagues what a person should “keep doing” and “rethink,” fosters a non-threatening, developmental flow of information. This constant stream of data allows Microsoft to adapt quickly, foster innovation, and directly link employee sentiment to key business outcomes, such as the adoption and impact of new AI tools.⁶⁴
• Patagonia’s Value-Driven Ecosystem: Patagonia exemplifies an organization where the cultural “soil” is so rich with trust and purpose that formal feedback systems are a natural extension of the existing culture.⁶⁵ The company’s core mission—”to save our home planet”—is not just a slogan; it is the primary nutrient that fosters an extraordinarily high level of psychological safety and shared purpose.⁶⁶ Employee feedback, as captured in surveys like the Great Place To Work Trust Index, consistently shows a profound alignment between personal values and company actions.⁶⁷ Tangible policies, such as providing on-site childcare since the 1980s, paying bail for employees arrested during peaceful protests, and offering extensive flexibility, serve as the “fruiting bodies.” They are visible proof that the organization’s values are real, which in turn reinforces the health of the entire feedback ecosystem.⁶⁶

Sustaining the Ecosystem: The Continuous Feedback Loop

The final, and perhaps most important, step in the process is to close the loop.

This means consistently and publicly communicating the actions that have been taken as a direct result of employee feedback.

A simple, regular communication cadence—often branded as “You Said, We Did”—is the single most powerful way to build and maintain trust in the feedback process.⁴⁷

It demonstrates that listening leads to meaningful change, which encourages high-quality participation in all future surveys.

Ultimately, an effective feedback system is not a project with a start and end date.

It is a living, breathing, continuous process.

Like a mycelial network, it must be constantly nurtured, monitored, and utilized to transport vital information throughout the organization.

The goal is to build a resilient, self-healing, and adaptive organization where the flow of honest feedback is as natural and essential as the flow of nutrients in a healthy forest.

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