The whole thing with Negiyo and
Cowbell is just an example of a much wider phenomenon (do doo bee doo doo) whereby some high-up muckity muck (or even some mid-level muckity muck) makes a sweeping change that costs the company (or heck, government agency or even a non-profit organization) gobs of money, time and energy with no repercussions happening to the person making the change.
Now, I'm not saying a person should be fired for making a mistake, because Lord knows I've made plenty of mistakes, some of them real doozies that cost the company I was working for lots of money. We (hopefully) learn from our mistakes and for a while today I was real conflicted on this because I wanted to take the person reponsible for
Cowbell out back and apply a hefty clue-by-four upside their head.
And it might have been a mistake on their part.
But I was able to identify the dichotomy I had—on the one hand, I felt that releasing the
lawyers hounds lawyers on this person was fully justified for loosing thousands, if not millions, of dollars, yet on the other hand, it might have been an honest mistake on their part—TTTS was slowly dying and by going to an outside source for the trouble ticket system, the company might have lowered their operating costs and gotten better performance which turned out not to be the case (and like I said, I've made mistakes, like using Java for Project Brainstorm). The resolution I found is in living with the mistake!
Had the person (or people) responsible for choosing
Cowbell (switching back to Negiyo here) had to use
Cowbell on a daily basis and been forced to admit “Yup, this was a mistake. A million dollar mistake, but a mistake nonetheless,” I don't think I would have nearly the hatred for the person (or people) as I do, since (from what I hear) it's plainly clear that the person (or people) responsible for the decision aren't obligated to live with the results (and in my case, the Java version of Brainstorm didn't pan out, so I had to go on and implement it two more times).