"Organizations become blind to risks they have normalized.
The most expensive failures are quiet ones: a series of decisions that were defensible in the moment and disastrous in combination. In a system boundary decision that affects two teams, nobody wakes up wanting the incident; they wake up wanting the shortcut.
In a system boundary decision that affects two teams, the argument will be that you are “unblocking” the team. Unblocking without a guardrail is how you create debt that cannot be paid down quietly. Make the boundary explicit enough that a peer could disagree with it; if no one can disagree, no one can defend it under pressure.
Diane Vaughan is a reminder to audit the argument, not the intention. Write the hidden assumption as a sentence, then choose the signal that would break it. Do not hide the cost in prose.