Why does promoting a feedback culture without having clear goals and roles make no sense?
Imagine walking into a restaurant kitchen and one of the sous-chefs asks for feedback on freshly made tomato sauce. You try a spoon-full and tell the sous-chef that the tomato pieces are too chunky and that you would not like this sauce on your pizza because it's too thick.
The sous-chef then replies by saying that he was in charge for adding spices to the sauce, not dicing the tomatoes, and that the sauce is intended for spaghetti, not pizza.
One reason why giving/receiving feedback can be difficult is when goals and roles are not clear.
If you don't know who should be doing what and why, giving/receiving feedback might become a social minefield leading to all sorts of unproductive conversations.
When leaders identify difficulties in promoting a feedback culture, I usually start with an in-depth dialogue on goal and role clarity. In my experience, having a clear set of goals and roles makes it much easier to foster a culture where giving/receiving feedback is seen as essential to learn, innovate, and deliver excellent performance.