There's a few particular postmortems at Google that I wish were publicly available because they're about the ways communication between SRE teams and dev teams breaks down. Specifically they talk about how the two's fundamentally different culture shapes comms & decision-making
One big thing: SRE teams are (usually) really, really averse to hierarchical decision-making processes. There's way less "the TL/architect/whatever makes the decisions," and much more "whoever happens to have the most context makes the decisions"
dev teams tend much more toward (depending on the size of the service) a specific lead owns subsystem x and they make decisions on it, an overall lead owns architecture so they talk with subsystem owners & then make the decision themselves, etc
and both of these structures are directly produced by what each role's work looks like. SREs always have to operate at the level of the entire system anyway, so it makes sense that the hierarchy of the team is mostly flat. Dev ICs are usually working on one corner in isolation
Very very much this. A big factor in why I was so frustrated in the year I spent at [redacted] was that a) (practically speaking) ops there was subordinate to dev, and b) ops directors & the vp made a lot of decisions SREs themselves needed to be making

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