Exactly. The above comment is an example of the kind of toxic blameless culture I was talking about: Deflecting every problem with a person into a problem with the organization.

It’s a good thing to take a look at where the process went wrong, but that’s literally just a postmortem. Going fully into blameless postmortems adds the precondition that you can’t blame people, you are obligated to transform the obvious into a problem with some process or policy.

Anyone who has hired at scale will eventually encounter an employee who seems lovely in interviews but turns out to be toxic and problematic in the job. The most toxic person I ever worked with, who culminated in dozens of peers quitting the company before he was caught red handed sabotaging company work, was actually one of the nicest and most compassionate people during interviews and when you initially met him. He, of course, was a big proponent of blameless postmortems and his toxicity thrived under blameless culture for longer than it should have.