> I'd say that's because developers tend to have different values from other people, often valuing stability a bit less and "the right solution" a bit more. Yo

> I'd say that's because developers tend to have different values from other people, often valuing stability a bit less and "the right solution" a bit more. You're hinting at what the original DevOps idea was trying to solve. The traditional view is that Developers value shipping features while Ops engineers value stability/uptime. It should be easy to see why these differing values cause friction between these two groups. The way DevOps was trying to solve this was getting _management_ to assign incentives/values/goals that would apply to _ both_ groups. An example might be increasing user engagement. Aligning these two groups should be the main takeaway. The reason why The Phoenix Project book was so successful was it perfectly described this adversarial relationship. I'd certainly seen the same thing playing out at several companies I'd worked for.