This chapter presents research into the cognitive barriers for speak-up cultures. I analyze how integrity professionals make sense of the whistleblowing channels and of whistleblowers to identify two sets of epistemological and axiological assumptions, one of listeners and another set of those who disperse others’ speak-up. I use interview data with those who oversee internal whistleblowing channels in English hospitals. I provide corroboration for my sets of assumptions from NHS staff survey data.