Speaking as someone who is no longer involved at the coal face of things like that, my role in an equivalent incident resolution would be to attend some of the

Speaking as someone who is no longer involved at the coal face of things like that, my role in an equivalent incident resolution would be to attend some of the 3-hourly calls (this frequency sounds extreme past the first 3-4days btw), and therefore having nothing to lose from siding with you on this, I’ll disagree. Accountability would be mine, responsibility only to fix of the team. I.e. the team needs many pats on the back, as they break their backs to solve something the organisation has done wrong, such as in this case not implementing proper controls on the processes. It’s never about the running code, it’s about how it ended up in production. People make mistakes, are assigned work outside their comfort zone, are junior. And these failure modes are also operational growth modalities. But the processes need to support that growth and focusing on the debugging of the issue is necessary for resolution but is wrong when the focus moves to long term avoidance. You can praise staff but cannot praise the customer unfortunately as that would be inappropriate. You can work on relationship of course, by not limiting your reconciliation to contractual credits on SLA. These will mean nothing to the customer staff that took significant part of the hit in work stress. Not sure what would be a good way to regain the trust at that level. Edit: fixed accountability vs responsibility in wrong order