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There's only a conflict there if you define "accountability" as blame. For example, being accountable as in accepting fault and "never doing it again", even though that basically assumes that it is possible to eliminate mistakes. The blameless idea is that trying to focus on fault and pointing a finger at someone or some team to "be accountable" doesn't help, but rather that determining the root causes, coming up with action items to fix flaws uncovered by the issue, and overall learning how to prevent similar issues in the future *is* being accountable.
Simple in my opinion. The financial and career incentives need to revolve around the collective team and not specific people. For example, if my team is not able to increase registration by 10%, I don’t care why. The entire team failed. Basically the team is always blamed, and the team needs to find a solution.
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One approach I've read about is a three strike rule follow by a week or two timeout from code check-ins. A sort of mini PIP directed at actual improvement (unlike the HR ritual). Not sure of the phrasing nuances for making this feel safe, but seems reasonable.
It sounds like the real thing here is individual vs group responsibility. I think serious and reliable 1:1s really help get that individual responsibility across, even if it's just as PART of the group.