I find the premise[1] of this post amusing. The sort of comment "You always criticize others, but what about you?" seems to nearly always signal emotional damag

I find the premise[1] of this post amusing. The sort of comment "You always criticize others, but what about you?" seems to nearly always signal emotional damage on the part of the commentator who felt blamed for something. And that is nearly always a sign of bad management practice. People don't always get things right, they screw up, they do stupid things for good reasons, and sometimes good things for stupid reasons. As a manager I always want folks to be observant and thoughtful, and try to keep such things not about "who" screwed up but how that screw up came to be (the good or stupid reasons) and how one might think about the action ahead of time that would alert you to the potential problem that would result from a given action. And the key of all that is making the discussion about how to think so you don't have the problem in the first place, rather than making it a blame-fest on some hapless engineer who chose poorly. I was fortunate to have a manager early in my career who was very proactive at solving problems and moving forward, not affixing blame. He would say "Ignorance is the natural state before learning, only if it persists in the presence of learning opportunities does it become a problem." I've always tried to learn by what I observe and what I do, which is why I enjoy Rachel's stories of finding root causes. They teach the principles that needed to be understood prior to the action. All without experiencing the feeling of dread that you've just taken production off line :-). [1] That being that commenters feeling badly that the author doesn't seem to show their own flaws in the stories.