The key takeaway for me was right at the top:<p>> In order to be resilient—to be able to prepare for and respond to those unknown failure modes—an organization needs three things. First, it needs the organizational learning skills to maintain and develop a body of shared knowledge. These skills—including systems thinking, team and individual learning, shared goals, and adaptability—prevent the wasted effort of addressing the same problems over and over. Second, an organization must have the tools, processes, and ambient psychological safety to communicate effectively within and across teams. Finally, it requires enough slack for engineers to be able to perform both proactive and reactive work as needed. Without sufficient slack, it’s easy to end up in a never-ending cycle of fighting fires, finding Band-Aid solutions, and dealing with growing technical debt. If people don’t feel safe owning up to mistakes or admitting they don’t know something, it’s harder to diagnose and fix issues. And without the ability to learn from past incidents, work becomes Sisyphean, with meaningful improvement feeling forever out of reach.