{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,6,18]],"date-time":"2025-06-18T04:23:12Z","timestamp":1750220592227,"version":"3.41.0"},"reference-count":0,"publisher":"Association for Computing Machinery (ACM)","issue":"5","license":[{"start":{"date-parts":[[2020,10,31]],"date-time":"2020-10-31T00:00:00Z","timestamp":1604102400000},"content-version":"vor","delay-in-days":0,"URL":"https:\/\/www.acm.org\/publications\/policies\/copyright_policy#Background"}],"content-domain":{"domain":["dl.acm.org"],"crossmark-restriction":true},"short-container-title":["Queue"],"published-print":{"date-parts":[[2020,10,31]]},"abstract":"<jats:p>If IT workers fear they will be punished for outages, they will adopt behavior that leads to even larger outages. Instead, we should celebrate our outages: Document them blamelessly, discuss what we've learned from them openly, and spread that knowledge generously. An outage is not an expense. It is an investment in the people who have learned from it. We can maximize that investment through management practices that maximize learning for those involved and by spreading that knowledge across the organization. Managed correctly, every outage makes the organization smarter. In short, the goal should be to create a learning culture?one that seeks to make only new mistakes.<\/jats:p>","DOI":"10.1145\/3434571.3434773","type":"journal-article","created":{"date-parts":[[2020,11,20]],"date-time":"2020-11-20T14:40:29Z","timestamp":1605883229000},"page":"26-35","update-policy":"https:\/\/doi.org\/10.1145\/crossmark-policy","source":"Crossref","is-referenced-by-count":0,"title":["The Time I Stole $10,000 from Bell Labs"],"prefix":"10.1145","volume":"18","author":[{"given":"Thomas A.","family":"Limoncelli","sequence":"first","affiliation":[{"name":"Stack Overflow Inc"}],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"320","published-online":{"date-parts":[[2020,11,11]]},"container-title":["Queue"],"original-title":[],"language":"en","link":[{"URL":"https:\/\/dl.acm.org\/doi\/10.1145\/3434571.3434773","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/dl.acm.org\/doi\/pdf\/10.1145\/3434571.3434773","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,6,17]],"date-time":"2025-06-17T21:31:48Z","timestamp":1750195908000},"score":1,"resource":{"primary":{"URL":"https:\/\/dl.acm.org\/doi\/10.1145\/3434571.3434773"}},"subtitle":["Or why DevOps encourages us to celebrate outages"],"short-title":[],"issued":{"date-parts":[[2020,10,31]]},"references-count":0,"journal-issue":{"issue":"5","published-print":{"date-parts":[[2020,10,31]]}},"alternative-id":["10.1145\/3434571.3434773"],"URL":"https:\/\/doi.org\/10.1145\/3434571.3434773","relation":{},"ISSN":["1542-7730","1542-7749"],"issn-type":[{"type":"print","value":"1542-7730"},{"type":"electronic","value":"1542-7749"}],"subject":[],"published":{"date-parts":[[2020,10,31]]},"assertion":[{"value":"2020-11-11","order":2,"name":"published","label":"Published","group":{"name":"publication_history","label":"Publication History"}}]}}