I Don't Want the Details

You will need to propose system changes, not just explanations, when incidents occur.

During a post-incident review, an SVP of engineering interrupted an explanation of what went wrong, stating, "Michael, I don't want the details." The SVP explained that delving into the reasons behind the failure, while potentially leading to understanding and empathy, would not prevent recurrence. Instead, the focus should be on identifying and implementing specific changes to the system or process to make the class of failure less likely. This approach trusts that individuals acted reasonably given their circumstances and prioritizes systemic improvements over re-explaining past events. The author initially perceived the comment as dismissive but realized it was a statement of trust, shifting the focus from 'why it happened' to 'what will be changed' to ensure a different outcome in the future. This contrasts with traditional postmortems that can become exercises in justification rather than drivers of actual change.

The core of the SVP's message is a redefinition of effective incident review, moving from a root cause analysis focused on human error and justification to a forward-looking systems-thinking approach. This signals a growing trend in management to prioritize actionability and systemic resilience over detailed post-mortems that can inadvertently lead to complacency by fostering empathy for past decisions. Organizations that adopt this mindset aim to build learning into their infrastructure rather than relying on individual memory or revised procedures.

This perspective directly affects how teams document and present incident findings. Instead of lengthy explanations of 'why,' the emphasis shifts to 'what will be different.' For leaders, it means actively soliciting and evaluating proposed systemic changes, and for individual contributors, it requires a shift in communication to focus on solutions and preventative measures. The underlying principle is that well-intentioned people operating within flawed systems will likely repeat mistakes, making systemic adaptation the only reliable path to sustained improvement.