The cursor flickers on slide 32 of a deck that was supposed to be 12 slides long. I’m dragging a red rectangle over a cluster of data points that represent a catastrophic collapse in our Q2 deliverables. Outside the glass walls of the conference room, the city hums with 102 different types of noise, but in here, there is only the rhythmic click of my mouse and the heavy, collective breath of 12 people who would rather be literally anywhere else. We are here to conduct a post-mortem. It is a sterile word for a bloody process. We call it ‘lessons learned,’ a phrase that carries the same weight as ‘with all due respect’-which is to say, none at all.
I just finished matching all my socks this morning, a task that required 22 minutes of intense focus to ensure that every shade of charcoal had its twin. It was a victory of order over chaos. But as I look at this spreadsheet, I realize that the same obsessive desire for order is what makes these corporate rituals so profoundly useless. We want to categorize the chaos of a failed project. We want to fold the messy, jagged edges of human error into neat little squares and tuck them away in a drawer where we never have to look at them again.
“The post-mortem isn’t actually about preventing the next disaster. It’s about the absolution