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styled__ImageWrapperStyled-sc-2c2295e1-1 eSvYQq hKhSsm"><img loading="eager" src="https://d21hwc2yj2s6ok.cloudfront.net/shrine_store/uploads/networks/3057/communication_news/11547831/ultra_wide-c6f5f01ab758f5ea5a56c47c9b489ef1.webp" alt="" decoding="async" fetchPriority="high" class="ui__StyledImg-sc-9b9ac9c0-0 llRGgU styled__ImageStyled-sc-2c2295e1-2 kAqQFG"/></div><div data-testid="news-content" class="Box-sc-3e41dc6a-0 styled__WrapperContentStyled-sc-2c2295e1-0 ercVhJ eOJpUd"><div class="Box-sc-3e41dc6a-0 styled__HeaderStyled-sc-2c2295e1-3 fScRFm bsTAPu"><div class="Box-sc-3e41dc6a-0 fzdQzq"><div class="Box-sc-3e41dc6a-0 cNWsPK"><div class="Box-sc-3e41dc6a-0 bRccPD"><h1 class="Box-sc-3e41dc6a-0 biNsvt">The Treachery of Postmortems</h1><div class="Box-sc-3e41dc6a-0 ldkrga"></div></div><div class="Box-sc-3e41dc6a-0 jYXfit">Published on July 8, 2026</div><div style="height:48px"></div></div></div><div class="Box-sc-3e41dc6a-0 bWsukS"><div class="Box-sc-3e41dc6a-0 cXOiip"></div></div></div><div class="Box-sc-3e41dc6a-0 PublicationText__Wrapper-sc-272ab012-0 bSDPrX dSKAKJ"><div class="HtmlContentWrapperWithStyle-sc-d185182e-0 ckSTdk"><p dir="ltr">Postmortems, retrospectives, incident reviews—these are all different names for roughly the same thing. We're surprised by the improbable (an incident), and are looking to gain some insight from that unexpected turn of events. The problem is, as an industry we more often than not mistake capturing and archiving information for developing meaningful insights.&nbsp;</p>
<p dir="ltr">Take the famous painting "The Treachery of Images" created almost a century ago. It is unmistakably a pipe, with a long stem and bright sheen over well polished wood. But underneath in French, it reads "Ceci n'est pas une pipe" ("This is not a pipe"). Can you stuff the chamber on it and smoke it, smell the cooled embers, or even pick it up? No, because it's only the representation of the object, not the object itself.</p>
<p dir="ltr">Much like that pipe, the documents we share and call postmortems are only representative of an attempt at shared learning, the mechanical motions meant to mimic what's needed for learning. To our own detriment, we've conflated generating a postmortem with learning, and in doing so substitute the transcription of events with the meaningful work in understanding what has happened. Even worse, AI summarizations of events are done without human intervention and treated as the insight itself.&nbsp;</p>
<h2 dir="ltr">Documentation as Performative Insights</h2>
<p dir="ltr">Tech loves a solid incident retro document. People want information, answers to the questions surrounding the seemingly impossible: How did this happen? Our post incident docs tend towards generating “action items” in the hopes of ensuring it never happens again or just necessary PR in a public blog post to shore up the worries of a customer base or investors. These are common and understandable, but they fall short of actual learning.</p>
<p dir="ltr">The majority of those docs are fairly formulaic as well, a reason we see frequent use of cookie cutter templates for them. State the facts (that are worth stating), find a few choice parts, and sprinkle in a few comments, maybe drop in some dashboard screen caps for good measure. And there you have it! Your document is ready, you've captured the learning, and once again the world is made right. Right?</p>
<p dir="ltr">Except your retrospective, postmortem, or however you want to name it is merely data capture, which is not the same thing as a learning review.</p>
<h2 dir="ltr">What's Wrong with Postmortem Docs?</h2>
<p dir="ltr">We often confuse the creation of a shareable document as the goal. So what's missing?</p>
<p dir="ltr">A frequent failure mode, even for the best of us, is that we tend towards quick answers when disaster strikes. “Tell me the one thing we could do to make sure this never happens again, so we can address it and completely close that gap.” Unfortunately, that's not how incidents work. The sole output of an incident being a document (that likely contains recommended action items) provides a myopic view of the events.</p>
<p dir="ltr">There's a bias to quickly skim and move on when it's only a doc, or perhaps ignore it altogether. "I'll read it later," you say, filing it in your inbox or browser bookmarks. Weeks go by, you rediscover it, except now it doesn't hold the same weight it might have earlier. The new normal takes hold, informing what is critical and what can be ignored, information that seemed pressing at the time feeling trivial or inconsequential now. A whole host of new problems have arisen, we can't worry about something we've already "solved!"&nbsp;</p>
<p dir="ltr">That doesn't mean writing a doc is inherently wrong. We should write them, focusing on capturing discussions as they happen rather than curating a predisposed view. Allowing postmortems to be editable as well means we're continuously incorporating ideas. We should use them as a means of bringing folks in, adding to them, and allowing differing or disagreeing points of view to be surfaced.</p>
<p dir="ltr">If we're only writing an artifact and stopping, we're failing to make good on better understanding our system. Instead, we can use timelines, interviews, questions, graphs and figures, early suggestions, and everything else that helps develop the doc as a jumping off point.</p>
<h2 dir="ltr">A Cure for the Common Review</h2>
<p dir="ltr">What makes a post incident review discussion so useful? It's the chance to question assumptions and recalibrate mental models, both individual and collective. If we're taking the opinion of a few people as sacrosanct, we're missing out on what others see, in and out of the incident. So the solution for the everyday is walking the untread path.</p>
<p dir="ltr">Writing a postmortem can be a lonely exercise, but there's a remedy: make it a communal activity with individual interviews. If you can spare fifteen minutes or more, let participants walk you through the timeline as they see it. Those gaps, the places where folks differ or question alternative narratives, that's where they have their "aha!" moments. Most importantly let the interviewee talk and avoid correcting their answers (a common pitfall). That may seem counterintuitive but once you've nudged them you've inadvertently closed a door on all the potential misconceptions you might have trouble finding otherwise, insights you can develop as a team together in larger discussions.</p>
<p dir="ltr">Share the responsibility of discussion lead. Time is a luxury and not every incident is going to garner a corresponding meeting, but that doesn't mean all is lost. Some of that roteness comes from the same people writing the reviews every time. Pass the proverbial conch shell to another member of the team, specifically someone not involved in the incident or less experienced in writing. When they get stuck, if the timeline is not quite fitting together or the gaps in the runbook make themselves present, that's a great opportunity to level up. Likewise, if you can switch recitation of events between participants, you can avoid the risk of a soliloquy. It requires a little more courage, the potential to be wrong in front of a room of your colleagues, but that's also a great way to reinforce the blame awareness that's so core to a review.</p>
<p dir="ltr">Another pitfall I've fallen into is accidentally leading the witness, in both interview and discussion. It's tempting in interviews and various discussions to present data to folks to prime them. This sounds reasonable—you want them to be able to recall things, so why not present questions ahead of time? The rub is that priming will root them more in what you think is important. "Walk me through the event" and "What happened next?" are wonderfully simple starting points that will often surprise you as to where they will lead.</p>
<p dir="ltr">You're level setting without even realizing it, giving your team the chance to learn through others' lived experience. This may seem obvious, but the divide between what you read on a digital doc while your code compiles and the additional attention from a shared conversation is light years apart. Those retro docs you see shared externally, that you pore over at the virtual water cooler and say "Would have loved to be a fly on the wall in that room." You have a chance to!</p>
<h2 dir="ltr">Post Postmortem</h2>
<p dir="ltr">Is your team ready for the next incident? Hard to say. Resilience is adapting to the unexpected, and by definition, once you know it, it isn't unexpected. Finding time to invest in these actions are equally fraught with uncertainty. What we can do is avoid fooling ourselves with the treacherous recitative work that only seems like learning.</p>
<p dir="ltr">We're performing these tasks with the hopes they're not performative. If that's a sincere belief, then it also only makes sense for us to extract the most knowledge from these unplanned exercises. The greatest irony in all of this is that our most frequent discussions about incident reviews are the ones conducted elsewhere, the large corporations who fail hard and leave us to speculate past the information presented to the details that are too salacious for public consumption. We don't have to be constrained by that internally though! We're putting so much effort into capturing data, we should make good on realizing everything that comes with it, treating it as a platform to launch these larger discussions and better prepare for the next incident.</p>
<p><img src="https://d21hwc2yj2s6ok.cloudfront.net/shrine_store/uploads/networks/3057/communication_news/11547831/compressed-73290379544848c6931b1e38a0ac0f2c.webp" alt="" width="128" height="128"></p>
<p><strong>Will Gallego</strong></p>
<p>Secretary, Resilience in Software Foundation</p></div></div></div></div></div></div></div></div><div class="Box-sc-3e41dc6a-0 nSVk"><div class="Grid__GridStyled-sc-c7f19ef3-0 CbzOM"><div class="Box-sc-3e41dc6a-0 Row__RowStyled-sc-a5c2e20d-0 jSILAH ylcnO"><div tabindex="-1" class="Col__ColStyled-sc-df0bb68b-0 dagzBg"><div class="Box-sc-3e41dc6a-0 Col__ColInnerStyled-sc-df0bb68b-1 kxQFCu jHhhMk"><div class="Box-sc-3e41dc6a-0 goizoB">Other news</div></div></div></div><div class="Box-sc-3e41dc6a-0 Row__RowStyled-sc-a5c2e20d-0 jNYxIR hEDgQU"><div tabindex="-1" class="Col__ColStyled-sc-df0bb68b-0 dagzBg"><div class="Box-sc-3e41dc6a-0 Col__ColInnerStyled-sc-df0bb68b-1 kxQFCu jHhhMk"><a data-testid="default-link-element" href="/news/11517597"><div tabindex="0" class="Box-sc-3e41dc6a-0 Card-sc-2ed53ea2-0 styled__RelatedCardStyled-sc-2c2295e1-11 dQNeud jgrSBy jkJbIz"><div data-testid="news-cover-wrapper" class="Box-sc-3e41dc6a-0 styled__RelatedImgWrapper-sc-2c2295e1-7 hZbbrS cycDCt"><div class="Box-sc-3e41dc6a-0 styled__RelatedImgStyled-sc-2c2295e1-6 ehDvKl eQLnnK"></div></div><div class="Box-sc-3e41dc6a-0 styled__RelatedContentWrapper-sc-2c2295e1-4 hrksWC jCJtHJ"><div class="Box-sc-3e41dc6a-0 styled__RelatedAnimatedContentBox-sc-2c2295e1-5 bZeHqR jbrAqA"><div data-testid="link-to-news" class="Box-sc-3e41dc6a-0 eSvYQq"><h3 class="Box-sc-3e41dc6a-0 styled__RelatedLinkStyled-sc-2c2295e1-8 hVyqKD bdXqxJ"><div class="ClampedLinkWorkaround-sc-7be7fc1a-0 jYtrQc">Sources of Practice</div></h3></div><div class="Box-sc-3e41dc6a-0 styled__RelatedDateStyled-sc-2c2295e1-9 jwSNmt">May 7, 2026</div><div class="Box-sc-3e41dc6a-0 styled__RelatedDescription-sc-2c2295e1-10 eSvYQq hfHojJ"><div>Practice of Practice is a way to provide a social architecture that supports connective labor between teams and team members. Solidifying this layer of relationships is key to nourishing resilience in any organization. It does this through a tripod of supportive and interconnected parts:A Practice of Practice regimen forms a community of practice that reflects ambient values: the types of learning</div></div></div></div></div></a></div></div><div tabindex="-1" class="Col__ColStyled-sc-df0bb68b-0 ckeRsZ"><div class="Box-sc-3e41dc6a-0 Col__ColInnerStyled-sc-df0bb68b-1 kxQFCu jHhhMk"><a data-testid="default-link-element" href="/news/11560646"><div tabindex="0" class="Box-sc-3e41dc6a-0 Card-sc-2ed53ea2-0 styled__RelatedCardStyled-sc-2c2295e1-11 dQNeud jgrSBy jkJbIz"><div data-testid="news-cover-wrapper" class="Box-sc-3e41dc6a-0 styled__RelatedImgWrapper-sc-2c2295e1-7 hZbbrS cycDCt"><div class="Box-sc-3e41dc6a-0 styled__RelatedImgStyled-sc-2c2295e1-6 ehDvKl VETKM"></div></div><div class="Box-sc-3e41dc6a-0 styled__RelatedContentWrapper-sc-2c2295e1-4 hrksWC jCJtHJ"><div class="Box-sc-3e41dc6a-0 styled__RelatedAnimatedContentBox-sc-2c2295e1-5 bZeHqR jbrAqA"><div data-testid="link-to-news" class="Box-sc-3e41dc6a-0 eSvYQq"><h3 class="Box-sc-3e41dc6a-0 styled__RelatedLinkStyled-sc-2c2295e1-8 hVyqKD bdXqxJ"><div class="ClampedLinkWorkaround-sc-7be7fc1a-0 jYtrQc">Expertise Can&#x27;t Be Automated: Why Resilience Still Needs Humans</div></h3></div><div class="Box-sc-3e41dc6a-0 styled__RelatedDateStyled-sc-2c2295e1-9 jwSNmt">August 3, 2026</div><div class="Box-sc-3e41dc6a-0 styled__RelatedDescription-sc-2c2295e1-10 eSvYQq hfHojJ"><div>Abby Wambach, Neil Peart, Kelsey Hightower. These people are all experts in their relevant fields. Through them we recognize expertise as an exceptionally high level of performance on a particular task or within a given domain. The universal inputs to their expertise are time and exposure (aka practice). Expertise in any domain is acquired through doing, and more specifically by continued exposure</div></div></div></div></div></a></div></div></div></div></div><!--$--><!--/$--></div><footer data-testid="public-footer" class="Box-sc-3e41dc6a-0 gSMlAf"><div class="Box-sc-3e41dc6a-0 fzHJGr"><div class="Box-sc-3e41dc6a-0 PublicFooter__FooterGrid-sc-53239817-0 gVbWAc cfIpyX"><div class="Box-sc-3e41dc6a-0 jEIODi"><div class="Box-sc-3e41dc6a-0 bSDPrX"><img alt="" src="https://d21hwc2yj2s6ok.cloudfront.net/shrine_store/uploads/networks/3057/networks/3057/large-3f248e83a4a0d6bf5f88b14a073f1c2f.webp" class="PublicFooter__StyledImage-sc-53239817-1 hxTiJU"/></div></div><div class="Box-sc-3e41dc6a-0 kYiAMs"><div class="Box-sc-3e41dc6a-0 hluIfI"><div class="Box-sc-3e41dc6a-0 StyledBox-sc-c4ba1a96-0 khFeJe dGhvCS">Contact</div><div class="Box-sc-3e41dc6a-0 StyledBox-sc-c4ba1a96-0 gdnuBL dGhvCS"><a href="/cdn-cgi/l/email-protection" class="__cf_email__" 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dir=\"ltr\"\u003ePostmortems, retrospectives, incident reviews—these are all different names for roughly the same thing. We're surprised by the improbable (an incident), and are looking to gain some insight from that unexpected turn of events. The problem is, as an industry we more often than not mistake capturing and archiving information for developing meaningful insights.\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eTake the famous painting \"The Treachery of Images\" created almost a century ago. It is unmistakably a pipe, with a long stem and bright sheen over well polished wood. But underneath in French, it reads \"Ceci n'est pas une pipe\" (\"This is not a pipe\"). Can you stuff the chamber on it and smoke it, smell the cooled embers, or even pick it up? No, because it's only the representation of the object, not the object itself.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eMuch like that pipe, the documents we share and call postmortems are only representative of an attempt at shared learning, the mechanical motions meant to mimic what's needed for learning. To our own detriment, we've conflated generating a postmortem with learning, and in doing so substitute the transcription of events with the meaningful work in understanding what has happened. Even worse, AI summarizations of events are done without human intervention and treated as the insight itself.\u0026nbsp;\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eDocumentation as Performative Insights\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eTech loves a solid incident retro document. People want information, answers to the questions surrounding the seemingly impossible: How did this happen? Our post incident docs tend towards generating “action items” in the hopes of ensuring it never happens again or just necessary PR in a public blog post to shore up the worries of a customer base or investors. These are common and understandable, but they fall short of actual learning.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThe majority of those docs are fairly formulaic as well, a reason we see frequent use of cookie cutter templates for them. State the facts (that are worth stating), find a few choice parts, and sprinkle in a few comments, maybe drop in some dashboard screen caps for good measure. And there you have it! Your document is ready, you've captured the learning, and once again the world is made right. Right?\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eExcept your retrospective, postmortem, or however you want to name it is merely data capture, which is not the same thing as a learning review.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eWhat's Wrong with Postmortem Docs?\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eWe often confuse the creation of a shareable document as the goal. So what's missing?\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eA frequent failure mode, even for the best of us, is that we tend towards quick answers when disaster strikes. “Tell me the one thing we could do to make sure this never happens again, so we can address it and completely close that gap.” Unfortunately, that's not how incidents work. The sole output of an incident being a document (that likely contains recommended action items) provides a myopic view of the events.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThere's a bias to quickly skim and move on when it's only a doc, or perhaps ignore it altogether. \"I'll read it later,\" you say, filing it in your inbox or browser bookmarks. Weeks go by, you rediscover it, except now it doesn't hold the same weight it might have earlier. The new normal takes hold, informing what is critical and what can be ignored, information that seemed pressing at the time feeling trivial or inconsequential now. A whole host of new problems have arisen, we can't worry about something we've already \"solved!\"\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThat doesn't mean writing a doc is inherently wrong. We should write them, focusing on capturing discussions as they happen rather than curating a predisposed view. Allowing postmortems to be editable as well means we're continuously incorporating ideas. We should use them as a means of bringing folks in, adding to them, and allowing differing or disagreeing points of view to be surfaced.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eIf we're only writing an artifact and stopping, we're failing to make good on better understanding our system. Instead, we can use timelines, interviews, questions, graphs and figures, early suggestions, and everything else that helps develop the doc as a jumping off point.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eA Cure for the Common Review\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eWhat makes a post incident review discussion so useful? It's the chance to question assumptions and recalibrate mental models, both individual and collective. If we're taking the opinion of a few people as sacrosanct, we're missing out on what others see, in and out of the incident. So the solution for the everyday is walking the untread path.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eWriting a postmortem can be a lonely exercise, but there's a remedy: make it a communal activity with individual interviews. If you can spare fifteen minutes or more, let participants walk you through the timeline as they see it. Those gaps, the places where folks differ or question alternative narratives, that's where they have their \"aha!\" moments. Most importantly let the interviewee talk and avoid correcting their answers (a common pitfall). That may seem counterintuitive but once you've nudged them you've inadvertently closed a door on all the potential misconceptions you might have trouble finding otherwise, insights you can develop as a team together in larger discussions.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eShare the responsibility of discussion lead. Time is a luxury and not every incident is going to garner a corresponding meeting, but that doesn't mean all is lost. Some of that roteness comes from the same people writing the reviews every time. Pass the proverbial conch shell to another member of the team, specifically someone not involved in the incident or less experienced in writing. When they get stuck, if the timeline is not quite fitting together or the gaps in the runbook make themselves present, that's a great opportunity to level up. Likewise, if you can switch recitation of events between participants, you can avoid the risk of a soliloquy. It requires a little more courage, the potential to be wrong in front of a room of your colleagues, but that's also a great way to reinforce the blame awareness that's so core to a review.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eAnother pitfall I've fallen into is accidentally leading the witness, in both interview and discussion. It's tempting in interviews and various discussions to present data to folks to prime them. This sounds reasonable—you want them to be able to recall things, so why not present questions ahead of time? The rub is that priming will root them more in what you think is important. \"Walk me through the event\" and \"What happened next?\" are wonderfully simple starting points that will often surprise you as to where they will lead.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eYou're level setting without even realizing it, giving your team the chance to learn through others' lived experience. This may seem obvious, but the divide between what you read on a digital doc while your code compiles and the additional attention from a shared conversation is light years apart. Those retro docs you see shared externally, that you pore over at the virtual water cooler and say \"Would have loved to be a fly on the wall in that room.\" You have a chance to!\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003ePost Postmortem\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eIs your team ready for the next incident? Hard to say. Resilience is adapting to the unexpected, and by definition, once you know it, it isn't unexpected. Finding time to invest in these actions are equally fraught with uncertainty. What we can do is avoid fooling ourselves with the treacherous recitative work that only seems like learning.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eWe're performing these tasks with the hopes they're not performative. If that's a sincere belief, then it also only makes sense for us to extract the most knowledge from these unplanned exercises. The greatest irony in all of this is that our most frequent discussions about incident reviews are the ones conducted elsewhere, the large corporations who fail hard and leave us to speculate past the information presented to the details that are too salacious for public consumption. We don't have to be constrained by that internally though! We're putting so much effort into capturing data, we should make good on realizing everything that comes with it, treating it as a platform to launch these larger discussions and better prepare for the next incident.\u003c/p\u003e\n\u003cp\u003e\u003cimg src=\"https://d21hwc2yj2s6ok.cloudfront.net/shrine_store/uploads/networks/3057/communication_news/11547831/compressed-73290379544848c6931b1e38a0ac0f2c.webp\" alt=\"\" width=\"128\" height=\"128\"\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eWill Gallego\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eSecretary, Resilience in Software Foundation\u003c/p\u003e"])</script><script>self.__next_f.push([1,"3b:T221e,"])</script><script>self.__next_f.push([1,"\u003cp dir=\"ltr\"\u003ePostmortems, retrospectives, incident reviews—these are all different names for roughly the same thing. We're surprised by the improbable (an incident), and are looking to gain some insight from that unexpected turn of events. The problem is, as an industry we more often than not mistake capturing and archiving information for developing meaningful insights.\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eTake the famous painting \"The Treachery of Images\" created almost a century ago. It is unmistakably a pipe, with a long stem and bright sheen over well polished wood. But underneath in French, it reads \"Ceci n'est pas une pipe\" (\"This is not a pipe\"). Can you stuff the chamber on it and smoke it, smell the cooled embers, or even pick it up? No, because it's only the representation of the object, not the object itself.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eMuch like that pipe, the documents we share and call postmortems are only representative of an attempt at shared learning, the mechanical motions meant to mimic what's needed for learning. To our own detriment, we've conflated generating a postmortem with learning, and in doing so substitute the transcription of events with the meaningful work in understanding what has happened. Even worse, AI summarizations of events are done without human intervention and treated as the insight itself.\u0026nbsp;\u003c/p\u003e\n\u003ch2\u003eDocumentation as Performative Insights\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eTech loves a solid incident retro document. People want information, answers to the questions surrounding the seemingly impossible: How did this happen? Our post incident docs tend towards generating “action items” in the hopes of ensuring it never happens again or just necessary PR in a public blog post to shore up the worries of a customer base or investors. These are common and understandable, but they fall short of actual learning.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThe majority of those docs are fairly formulaic as well, a reason we see frequent use of cookie cutter templates for them. State the facts (that are worth stating), find a few choice parts, and sprinkle in a few comments, maybe drop in some dashboard screen caps for good measure. And there you have it! Your document is ready, you've captured the learning, and once again the world is made right. Right?\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eExcept your retrospective, postmortem, or however you want to name it is merely data capture, which is not the same thing as a learning review.\u003c/p\u003e\n\u003ch2\u003eWhat's Wrong with Postmortem Docs?\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eWe often confuse the creation of a shareable document as the goal. So what's missing?\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eA frequent failure mode, even for the best of us, is that we tend towards quick answers when disaster strikes. “Tell me the one thing we could do to make sure this never happens again, so we can address it and completely close that gap.” Unfortunately, that's not how incidents work. The sole output of an incident being a document (that likely contains recommended action items) provides a myopic view of the events.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThere's a bias to quickly skim and move on when it's only a doc, or perhaps ignore it altogether. \"I'll read it later,\" you say, filing it in your inbox or browser bookmarks. Weeks go by, you rediscover it, except now it doesn't hold the same weight it might have earlier. The new normal takes hold, informing what is critical and what can be ignored, information that seemed pressing at the time feeling trivial or inconsequential now. A whole host of new problems have arisen, we can't worry about something we've already \"solved!\"\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThat doesn't mean writing a doc is inherently wrong. We should write them, focusing on capturing discussions as they happen rather than curating a predisposed view. Allowing postmortems to be editable as well means we're continuously incorporating ideas. We should use them as a means of bringing folks in, adding to them, and allowing differing or disagreeing points of view to be surfaced.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eIf we're only writing an artifact and stopping, we're failing to make good on better understanding our system. Instead, we can use timelines, interviews, questions, graphs and figures, early suggestions, and everything else that helps develop the doc as a jumping off point.\u003c/p\u003e\n\u003ch2\u003eA Cure for the Common Review\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eWhat makes a post incident review discussion so useful? It's the chance to question assumptions and recalibrate mental models, both individual and collective. If we're taking the opinion of a few people as sacrosanct, we're missing out on what others see, in and out of the incident. So the solution for the everyday is walking the untread path.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eWriting a postmortem can be a lonely exercise, but there's a remedy: make it a communal activity with individual interviews. If you can spare fifteen minutes or more, let participants walk you through the timeline as they see it. Those gaps, the places where folks differ or question alternative narratives, that's where they have their \"aha!\" moments. Most importantly let the interviewee talk and avoid correcting their answers (a common pitfall). That may seem counterintuitive but once you've nudged them you've inadvertently closed a door on all the potential misconceptions you might have trouble finding otherwise, insights you can develop as a team together in larger discussions.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eShare the responsibility of discussion lead. Time is a luxury and not every incident is going to garner a corresponding meeting, but that doesn't mean all is lost. Some of that roteness comes from the same people writing the reviews every time. Pass the proverbial conch shell to another member of the team, specifically someone not involved in the incident or less experienced in writing. When they get stuck, if the timeline is not quite fitting together or the gaps in the runbook make themselves present, that's a great opportunity to level up. Likewise, if you can switch recitation of events between participants, you can avoid the risk of a soliloquy. It requires a little more courage, the potential to be wrong in front of a room of your colleagues, but that's also a great way to reinforce the blame awareness that's so core to a review.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eAnother pitfall I've fallen into is accidentally leading the witness, in both interview and discussion. It's tempting in interviews and various discussions to present data to folks to prime them. This sounds reasonable—you want them to be able to recall things, so why not present questions ahead of time? The rub is that priming will root them more in what you think is important. \"Walk me through the event\" and \"What happened next?\" are wonderfully simple starting points that will often surprise you as to where they will lead.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eYou're level setting without even realizing it, giving your team the chance to learn through others' lived experience. This may seem obvious, but the divide between what you read on a digital doc while your code compiles and the additional attention from a shared conversation is light years apart. Those retro docs you see shared externally, that you pore over at the virtual water cooler and say \"Would have loved to be a fly on the wall in that room.\" You have a chance to!\u003c/p\u003e\n\u003ch2\u003ePost Postmortem\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eIs your team ready for the next incident? Hard to say. Resilience is adapting to the unexpected, and by definition, once you know it, it isn't unexpected. Finding time to invest in these actions are equally fraught with uncertainty. What we can do is avoid fooling ourselves with the treacherous recitative work that only seems like learning.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eWe're performing these tasks with the hopes they're not performative. If that's a sincere belief, then it also only makes sense for us to extract the most knowledge from these unplanned exercises. The greatest irony in all of this is that our most frequent discussions about incident reviews are the ones conducted elsewhere, the large corporations who fail hard and leave us to speculate past the information presented to the details that are too salacious for public consumption. We don't have to be constrained by that internally though! We're putting so much effort into capturing data, we should make good on realizing everything that comes with it, treating it as a platform to launch these larger discussions and better prepare for the next incident.\u003c/p\u003e\n\u003cp\u003e\u003cimg src=\"https://d21hwc2yj2s6ok.cloudfront.net/shrine_store/uploads/networks/3057/communication_news/11547831/compressed-73290379544848c6931b1e38a0ac0f2c.webp\" style=\"max-width:100%\"\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eWill Gallego\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eSecretary, Resilience in Software Foundation\u003c/p\u003e"])</script><script>self.__next_f.push([1,"3c:T22f2,"])</script><script>self.__next_f.push([1,"\u003cp dir=\"ltr\"\u003ePractice of Practice is a way to provide a social architecture that supports connective labor between teams and team members. Solidifying this layer of relationships is key to nourishing resilience in any organization. It does this through a tripod of supportive and interconnected parts:\u003c/p\u003e\n\u003col\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eA \u003ca href=\"https://github.com/maroda/practiceofpractice/blob/main/README.md\" rel=\"nofollow noreferrer noopener\"\u003ePractice of Practice\u003c/a\u003e regimen forms a community of practice that reflects ambient values: the types of learning that happen there are useful elsewhere, driving a culture surrounding these values.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eThe norms and rituals provided by Practice of Practice come about because the organization sanctions and supports the time and effort that goes into making space in peoples' schedules to become part of the community of practice.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eThis all requires a dedicated leader who makes sure the time and resources exist for connection and empathy. They learn to facilitate and run the gameplay and discover new things about the system along with other community members. They are the champion of this discipline at the org.\u003c/p\u003e\n\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp dir=\"ltr\"\u003eThis article introduces a resource for Practice of Practice gameplay by providing some of the context for why this is a good idea for teams managing ambiguity. We'll see how communication is dependent on the signals we use to connect as humans and how practicing them helps us collaborate better.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eWhen software systems fail, \u003cem\u003epeople\u003c/em\u003e are called to action. Because failures are unexpected, this typically results in those people being interrupted. Regardless of sophisticated auto-remediation or defect location, there will be a point where everyone is gathered together in a chat channel or video bridge, and people are the ones who coordinate to restore the system.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eCoordination is gained through close collaboration. People working together. Collaboration is possible because people communicate. To do that, people use \u003cem\u003esignals\u003c/em\u003e.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eSignals\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eOur basic building block of communication is a signal. To understand the origin of how we came to need \u003cem\u003edigital signals\u003c/em\u003e let's talk a little bit about \u003cstrong\u003e\u003cspan style=\"font-family: 'Courier new'; color: rgb(22, 145, 121);\"\u003etalk\u003c/span\u003e\u003c/strong\u003e.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eIn 1983, a unix command called \u003cstrong\u003e\u003cspan style=\"font-family: 'Courier new'; color: rgb(22, 145, 121);\"\u003etalk\u003c/span\u003e\u003c/strong\u003e was added to BSD. This version could connect users across the network, not just on the local machine. In two panes on the screen, one above the other, two people can write out a conversation. When I first used it around 1990 it felt magical, I still remember the room where I sat late at night on campus, being astonished while chatting over talk with someone in England. It's still in MacOS and other unix-derived systems today.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThe rise of simultaneous chat came shortly after the dawn of the smiley, or emoticon. \u003cspan style=\"color: rgb(22, 145, 121);\"\u003e:-)\u003c/span\u003e This one is a signal to someone else, portraying a smile, using only the character set available in text-based apps like \u003cstrong\u003e\u003cspan style=\"font-family: 'Courier new'; color: rgb(22, 145, 121);\"\u003etalk\u003c/span\u003e\u003c/strong\u003e. Japanese kaomoji also appeared around the same time, used by teenagers instead of computer nerds. They tend to be more expressive, in that they carry stronger signals. \u003cspan style=\"color: rgb(22, 145, 121);\"\u003e(^_^)\u003c/span\u003e\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eDigital media has expanded around emoticons and kaomoji. We use Group Emails, Video Calls, Chat Threads, Memes, DMs, @ Mentions, even Document Comments to send signals. Contrast this with what we do when we're in a room together, when we can make eye contact or even touch. When we're not in the same room, humans will adapt their signaling to the situation. \u003cspan style=\"color: rgb(22, 145, 121);\"\u003e¯\\_(ツ)_/¯\u003c/span\u003e\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eBy doing things together as a team we learn our signals. Over time, we notice how they appear, shared across digital media where we communicate. Actions together become streamlined because we begin to share a common jargon, or argot: \"Cycling 30 in 5, someone on dbmain WAL?\" This may look like it says one thing, but mean quite another to a well-practiced team.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003ePractice\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eConsider that Practice has two phases that are closely interconnected and yet separate activities: declarative study where we practice theory, and interactive application where we practice the craft.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThe first is the learned skill of performing a role. This is declarative knowledge that can be learned through observation and study. This \u003cem\u003eTheory of Practice\u003c/em\u003e is connected strongly to intellectual activity, it represents a map of how things should happen.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThe second is a non-intellectual activity. The \u003cem\u003ePractice of Practice\u003c/em\u003e connects us to instincts, intuitions, and insights. It contains practical knowledge and represents hands-on learning. Ambiguity is a quality of this kind of practice.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u003cem\u003eDeliberate Practice\u003c/em\u003e contains both. It takes deliberate practice to become skillful through theories of the technique, it takes deliberate practice to work in concert with a group of humans. Blending the phases of Practice is necessary for overall collaboration, communication, and coordination.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eRehearsing our Practice \u003cem\u003etogether\u003c/em\u003e is what \"Practice of Practice\" means. This is why music groups practice improvising together, why arctic rescuers practice improvising together, and why site reliability engineers practice improvising together. To practice improvisation, many disciplines play games. Through their signal building, games help us build relationships.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eRelationships\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003e\u003ca href=\"https://github.com/maroda/practiceofpractice\" rel=\"nofollow noreferrer noopener\"\u003ePractice of Practice Resources\u003c/a\u003e is a catalog of games, exercises, definitions, and links. These are activities for teams looking for ideas to get their own learning discipline going. There are no more than a dozen or so items listed today, with potential to grow larger as we find and try more things to play.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eWhen we engage in play together, our group unlocks a special ability called \u003cem\u003econnective labor\u003c/em\u003e. Each person feels seen by the others. Community is created, trust is built, knowledge is shared, and empathy is gained.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eTraining to improvise together reveals another special ability in teams: \u003cem\u003eadaptive capacity\u003c/em\u003e. An example of this is when responders become overloaded by a new ambiguity and our practiced team knows quickly how to shed load or get expert help using the limited resources they have at hand.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eDifferent games will cover different ways that resilience like this shows up during failures. Regardless of which gameplay style fits your needs, you can help make the practice stick by following some basic guidelines:\u003c/p\u003e\n\u003col\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003e\u003cstrong\u003eDesignate a person who stewards these sessions and champions them in the org\u003c/strong\u003e. They are usually the first to pick the game, plan, schedule, and facilitate. This isn't a shared responsibility, this is a chance for someone to pick up leadership skills.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003e\u003cstrong\u003eEstablish your sessions as a Community of Practice by making it a recurring event.\u003c/strong\u003e Block that time for future meetings and let attendance be optional. Pick a time when people are generally available.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003e\u003cstrong\u003eGet the official buy-in from leadership by including them in the activity\u003c/strong\u003e. When leaders join and participate in learning, they are supporting the kind of social architecture that nourishes connective labor.\u003c/p\u003e\n\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp dir=\"ltr\"\u003eBuilding relationships is the primary thing Practice of Practice hopes to do. For that, we need opportunities for sharing. Practice is where the context of our work comes into play. For musicians it might be jazz bebop, for arctic rescuers a harsh dynamic landscape, for SRE the joint cognitive activities we use to manage computer systems.\u003c/p\u003e\n\u003cp\u003eHopefully this library of games and exercises will help your team. If you are interested in learning more, we’re holding our first\u0026nbsp;\u003ca href=\"https://resilienceinsoftware.org/networks/events/245030\" rel=\"nofollow noreferrer noopener\"\u003ePractice of Practice Gamelan\u003c/a\u003e session on May 13th with interactive exercises and an opportunity to learn how to help your teams work together better.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cimg src=\"https://resilienceinsoftware.org/storage/4883203/download\" alt=\"\" width=\"139\" height=\"139\"\u003e\u003cstrong\u003e \u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMatt Davis\u003c/strong\u003e\u003c/p\u003e"])</script><script>self.__next_f.push([1,"3d:T32e7,"])</script><script>self.__next_f.push([1,"\u003cp dir=\"ltr\"\u003eAbby Wambach, Neil Peart, Kelsey Hightower. These people are all experts in their relevant fields. Through them we recognize expertise as an exceptionally high level of performance on a particular task or within a given domain. The universal inputs to their expertise are time and exposure (aka practice). Expertise in any domain is acquired through doing, and more specifically by continued exposure to varying conditions and inputs inherent to the given domain. The latter part is important: while someone can absolutely become an expert in a very narrow sense (e.g. solving Rubik’s cubes), and someone can also learn about a subject or domain by reading, talking, listening, watching podcasts, etc., high-performance domains exert unpredictable, variable, and dynamic demands on the expert that are only mastered by continued exposure and deliberate practice within that domain.\u003c/p\u003e\n\u003cblockquote\u003e\n\u003cp dir=\"ltr\"\u003e”Experts are the people the team turns to when faced with difficult tasks.”\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e—Gary Klein\u003c/p\u003e\n\u003c/blockquote\u003e\n\u003cp dir=\"ltr\"\u003eI have recently been on a number of podcasts/webinars/panels where the question of what expert incident response looks like comes up, especially how to train for and formalize it. Lurking behind that question for some people is often the hope that in the answer lies the opportunity to productize, scale, and even automate this essential skill for modern software-based businesses. We are currently awash in AI Ops and AI SRE solutions attempting to do just this, and I’m here to convince you that expertise cannot be bottled and sold. Beyond that, I hope to persuade you that expertise is worth investing in and cultivating within your own organization.\u003c/p\u003e\n\u003ch1 dir=\"ltr\"\u003eCommon Characteristics of Expertise\u003c/h1\u003e\n\u003cp\u003eIt is worth noting that expertise is not simply the accrual of experience over time.\u0026nbsp;As hinted at in the earlier quote from Gary Klein, expertise is a specific kind of knowledge, and it shares a number of things in common.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eExpertise Is Often Invisible\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eCognitive scientists and folks in the field of Resilience Engineering refer to this as the \u003ca href=\"https://www.youtube.com/watch?v=2Nc8hgEE7ig\" rel=\"nofollow noreferrer noopener\"\u003eLaw of Fluency\u003c/a\u003e. This fluency characterizes an activity that is well-adapted, such that the effort and challenges involved in conducting that work are hidden from view, making it appear smooth and effortless. Experts adapt to complex and surprising situations by filling gaps and managing challenges effectively and efficiently, and notably in ways that may not be apparent to other people. In general, fluency is considered a hallmark characteristic of expertise.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eExpertise Is Not Easily Introspected\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003eIn general, experts do not have direct access to the cognitive, physical, and other sources of their expertise—human performance, given the way it is acquired through experience over time, is inherently difficult to explain. This is why many people refer to this kind of skill as implicit, or subconscious. Answering the question “How did you know to do X?” for an expert often leads to a long exploration of “Well, it reminded me of this one time…” or “It seemed similar to when…” In asking someone to explain their expertise, we are effectively asking them to try to unearth every second of practice and effort they have put into acquiring their skill.\u003c/p\u003e\n\u003ch2 dir=\"ltr\"\u003eExpertise Enables Adaptation\u003c/h2\u003e\n\u003cp dir=\"ltr\"\u003ePeople newer to a skill or domain typically rely on documentation and more rigid and rule-based methods for performing a given task. They lack the context and experience to handle variations from standard expectations and outcomes, and tend not to experiment or improvise as much. Experts, on the other hand, demonstrate a unique ability to adapt to novel information, challenges, and surprise situations. Given the breadth and depth of their experience (and having learned by trying many various approaches and strategies over time), they are better equipped (and generally, more confident) to stretch and adjust when presented with novel situations. Think of this as the difference between being able to read sheet music well and being able to play jazz with a group you just met.\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eConsider the following \u003ca href=\"https://www.researchgate.net/publication/322693359_Why_Expertise_Matters_A_Response_to_the_Challenges\" rel=\"nofollow noreferrer noopener\"\u003elist of characteristics of expertise\u003c/a\u003e that Gary Klein and a number of other cognitive scientists have empirically demonstrated. They found that experts:\u003c/p\u003e\n\u003cul\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eEmploy more effective strategies than others, and do so with less effort;\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eperceive meaning in patterns that others do not notice;\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eform rich mental models of situations to support sensemaking and anticipatory thinking;\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003ehave extensive and highly organized domain knowledge; and\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eare intrinsically motivated to work on hard problems that stretch their capabilities.\u003c/p\u003e\n\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp dir=\"ltr\"\u003eIf that sounds like some of the fundamental aspects of resilience, you’re on the right track.\u0026nbsp;\u003c/p\u003e\n\u003ch1 dir=\"ltr\"\u003eExpertise Is a Key Ingredient for Resilience\u003c/h1\u003e\n\u003cp dir=\"ltr\"\u003eGiven the above characteristics of expertise and how they develop, expertise can’t simply be “bottled” and subsequently scaled or reproduced en masse. As noted above, most high-performance domains are extremely variable, so one element of maintaining expertise is constantly updating mental models and factoring in new variables, challenges, and developments. Layer the nature of modern distributed software systems on top of this, and you begin to see that one cannot simply capture expert incident response and productize it.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eSomeone is inevitably going to say “Well we’ll just train our LLMs and agentic models on all the conditions necessary to generate expertise in incident response and then we can have that, right?” As they currently stand, LLMs and AI agents do not acquire expertise the way humans do, in part because they require human model development, training, and refinement. They also are not capable of sensemaking, reflection, coordination across fuzzy boundaries, reciprocity, vicarious learning from others’ experiences, observational learning (picking up things “in the air” from casual discussions), or “seeing the invisible” (perceiving missing vs. present cues)—these are all but a subset of the kinds of cognitive processes involved in developing and maintaining expertise that have been studied for decades by cognitive scientists.\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eAI SRE agents can currently survey a given system’s environment and find inputs and patterns to generate hypotheses about how a given situation may have arisen. They can do this over and over and over, but they do not possess the knowledge or ability to, for example, call Sarah on the database team and see if she knows why things look weird. They can’t factor in the architectural discussions the team had about the recent migration which might explain why things aren’t behaving as expected. They can't notice that the system is behaving exactly like it did six months ago before a cascading failure, because that pattern lives in someone's memory, not in a log file. They can't pick up on the fact that the on-call engineer sounds unusually uncertain on the incident call, or that the team has gone quiet in a way that usually signals something is badly wrong. These aren’t edge cases, they are routine features of how complex incidents actually unfold.\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eThe prevailing belief in the software industry appears to be that we can use automation and AI to replace what expertise has given us in the past. However, consider the \u003ca href=\"https://www.thevoid.community/report-2024\" rel=\"nofollow noreferrer noopener\"\u003edata from the 2024 VOID report\u003c/a\u003e, wherein 75% of incidents involving automation required human intervention to comprehend, troubleshoot, and resolve the incident. That is where experts quite often save the day. Here we contend with the ouroboros of expertise and automation, in which experts don’t have as much experience with the system at hand, and then when asked to step in and resolve a problem with said system, they have found their expertise eroded by having less direct access to how it actually functions.\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eA lack of experience with systems due to increased automation and AI can lead to \u003ca href=\"https://www.complexcognition.co.uk/2021/06/ironies-of-automation.html\" rel=\"nofollow noreferrer noopener\"\u003ede-skilling of experts\u003c/a\u003e, by depriving them of the continued exposure to the complexities of the systems they are expected to understand as experts. Remember: expertise is accumulated through repeated exposure to a wide variety of situations over time. As we add more automation and AI to these systems, it becomes even more difficult for people to build expertise with those systems, much less to be able to introspect how automation and AI are impacting the functioning of these systems.\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eSo what can organizations actually do to cultivate and protect the expertise that their resilience depends on?\u003c/p\u003e\n\u003ch1 dir=\"ltr\"\u003eThree Things Organizations Can Do to Foster Expertise\u003c/h1\u003e\n\u003col\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eDevelop and feed a culture where expertise is given the time and space it needs to develop and thrive. This means resisting the pressure to automate away the messy, variable, difficult work that builds expertise in the first place. It means recognizing that the engineer who has been in the weeds with a system for three years is an organizational asset, not just a headcount.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eInvest in building the skills required to do effective incident analysis. Post-incident reviews done well are one of the most powerful tools organizations have for surfacing, sharing, and building expertise. Not the checkbox RCA that documents what went wrong and assigns blame, but the rich, narrative, learning-focused review that asks how the system actually behaved and how your experts made sense of it under pressure. This is where tacit knowledge gets made visible.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli dir=\"ltr\"\u003e\n\u003cp dir=\"ltr\"\u003eHelp your experts identify and share the strategies and patterns they use. Incident analysis will help surface these, but the work doesn't stop there. Your organization needs specific approaches like knowledge elicitation, narrative storytelling, and communities of practice for distilling what your experts know into something the broader team can learn from.\u0026nbsp;\u003c/p\u003e\n\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp dir=\"ltr\"\u003eThe vendors selling AI SRE and AI Ops solutions aren't necessarily wrong that these tools can help during incident response—they can survey environments, find patterns, and generate hypotheses faster than any human. But they are focused on a different problem than ensuring whether your systems are resilient. Resilience is continuously created by the people who have spent years inside your systems, who know what normal feels like, who remember what happened last time things looked like \u003cem\u003ethis\u003c/em\u003e. That expertise took time to build, and\u0026nbsp; it can't be purchased off the shelf. The good news is that it can be cultivated, incentivized, and shared. Expertise is contagious when organizations create the conditions for it to spread.\u003c/p\u003e\n\u003ch3 dir=\"ltr\"\u003eReferences\u003c/h3\u003e\n\u003cp dir=\"ltr\"\u003e\u003ca href=\"https://www.amazon.com/Peak-Secrets-New-Science-Expertise/dp/0544456238\" rel=\"nofollow noreferrer noopener\"\u003ePeak: Secrets From the New Science of Expertise\u003c/a\u003e (Ericsson \u0026amp; Pool 2016)\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u003ca href=\"https://www.amazon.com/Seeing-What-Others-Dont-Remarkable/dp/1610393821/ref=asap_bc?ie=UTF8\" rel=\"nofollow noreferrer noopener\"\u003eSeeing What Others Don't: The Remarkable Ways We Gain Insights\u003c/a\u003e (Gary Klein, 2015)\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u003ca href=\"https://www.amazon.com/Cambridge-Expertise-Performance-Handbooks-Psychology/dp/0521600812\" rel=\"nofollow noreferrer noopener\"\u003eThe Cambridge Handbook of Expertise and Expert Performance\u003c/a\u003e (Ericsson et al, 2006)\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u003ca href=\"https://www.researchgate.net/publication/322693359_Why_Expertise_Matters_A_Response_to_the_Challenges\" rel=\"nofollow noreferrer noopener\"\u003eWhy Expertise Matters: A Response to the Challenges\u003c/a\u003e (Klein et al., 2017)\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u003ca href=\"https://www.complexcognition.co.uk/2021/06/ironies-of-automation.html\" rel=\"nofollow noreferrer noopener\"\u003eThe Ironies of Automation\u003c/a\u003e (Bainbridge, 1983)\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u003cimg src=\"https://resilienceinsoftware.org/storage/5483628/download\" alt=\"\" width=\"145\" height=\"159\"\u003e\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003e\u003cstrong\u003eCourtney Nash\u003c/strong\u003e\u003c/p\u003e\n\u003cp dir=\"ltr\"\u003eVice President, RISF\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e"])</script><script>self.__next_f.push([1,"5:[\"$\",\"$L39\",null,{\"news\":{\"id\":11547831,\"og_url\":null,\"pinned_to_feed\":false,\"pinned_to_index_page\":false,\"public\":true,\"publication_timezone\":\"America/Los_Angeles\",\"published_at\":\"2026-07-08T02:54:00Z\",\"rss_url\":null,\"seo_canonical_url\":null,\"seo_description\":null,\"seo_title\":null,\"social_media_list\":[\"linkedin\"],\"visible_on_feed\":true,\"visible_on_index_page\":true,\"type\":\"news\",\"subject\":\"The Treachery of Postmortems\",\"content\":\"$3a\",\"sanitized_content\":\"Postmortems, retrospectives, incident reviews—these are all different names for roughly the same thing. We're surprised by the improbable (an incident), and are looking to gain some insight from that unexpected turn of events. The problem is, as an industry we more often than not mistake capturing and archiving information for developing meaningful insights. Take the famous painting \\\"The Treachery of Images\\\" created almost a century ago. It is unmistakably a\",\"truncated_content\":\"Postmortems, retrospectives, incident reviews—these are all different names for roughly the same thing. 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