In the wake of all this Hastings wondered why he didn’t get more internal opposition to Qwikster before it launched. It was a dumb idea after all (dumb, dumb, dumb), and he had worked to build a culture in which it was okay, even expected, for colleagues to give negative feedback when warranted, even to those higher up on the org chart—when, for example, an executive came up with a dumb idea. So he asked around to find out what had happened. Why had the culture of openness failed, despite what the culture deck said? He learned that people within the company had hesitated to tell him what they
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