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One of the things that impressed me at my time at Google (2011-2015) was the culture of blameless post-mortems, and of general transparency of many (not all) th

• refulgentis 2y ago
  Hah, somewhat perversely, I'm glad to hear that: it's exactly how I sum things up in a sentence in my head, then I think I'm being overdramatic / personalizing it, because I kinda grew up learning about tech via Dilbert, I was a big fan of Dogbert at 7 years old. But I'm not. I did Aug 2016-2023. Of course it's a complicated story, and you've heard a lot already I'm sure, but when you mention blameless postmortems, it remind me of my pet peeve: promo committees done within teams (basically 2 levels up, i.e. skip is doling out promo, with no recourse or real outside input) was a horrible, wretched idea. There was this odd obsession with saving time on perf, but they kinda just needed to tell people to chill and recognize that it really is important for management. With all promos being judged by people next to you, what we might call "being agreeable" became a necessity. I distinctly remember in 2018 being told if things were how they had been, that I should just do a blameless postmortem, but with things as they are, that was a quick way to end up on the bench for the rest of my career.