The same principles were true and applicable in a much larger near-implosion that I experienced from 2008-2012 working for a "too big to fail" financial company. Strong, out-front leadership, a strong team led the way. It took time for us to realize that it wasn't as bad as it seemed. We had to learn that the external pressure from the media, public and even friends and family was only a distraction.
In this situation it was quickly apparent that my role was to focus on a solution, not dwell on the problem or the cause. This should be true for everyone on the team, unless you are the specific individual who caused a global financial meltdown, deleted all the email or caused a critical failure.
Actually that was a problem due to the culture of stupidity and willful ignorance of risk, not some keyboard mash that caused the markets to crash.
It might be one of the rare situations where it was so bad, that after stabilizing the situation, many of the responsible parties needed to be put down.
I know from my experience working with Wachovia, the gross incompetence, system wide narrow minded greed and the fuck-everyone-but-me attitude was so bad it was mind boggling.
It was not a mistake, this was a concequence of the culture and goals of those companies.
It took time for us to realize that it wasn't as bad as it seemed.
I'm not sure this example is relevant, since this realization would not have been possible without a massive leg-up and pat on the head from your national government.
That is: "too big to fail" negates "near-implosion."
In this situation it was quickly apparent that my role was to focus on a solution, not dwell on the problem or the cause. This should be true for everyone on the team, unless you are the specific individual who caused a global financial meltdown, deleted all the email or caused a critical failure.