Yes, I understand your point -- colloquially, one might say that the "child was lost".
Your mileage may vary, but when someone who works for a company has done something horribly wrong and I'm trying to clean it up, I often find it helpful to be careful with my language so that I can express precisely and correctly what it is that they did wrong.
This is mostly a matter of showing empathy, not being a stickler for technical correctness. When I talk to someone who can fix a horrible mistake, and I show that I understand precisely what went wrong and who's responsible without overreaching, I gain credibility and the person I'm talking to (who is after all a person, if perhaps one who has done something horrible) is more likely to believe that I understand them. If I can express that I know exactly how their system works and what part of it broke, it helps them realize that I'm seeing things from their point of view, and this can help bridge the gap between "my side" and "their side" to help them realize that we're trying to get the same thing done.
I've found empirically that practicing empathy with people makes them more likely to try harder to fix mistakes and gets better outcomes. It also saves a lot of time to be able to say "X happened", which is exactly what happened, and not waste anyone's time re-explaining the problem instead of fixing it.
But, again, this is just a thing that's worked for me in practice (as it happens, mostly with airlines). Concise, precise communication about what went wrong, who's responsible, and what I'd like to fix the problem has helped me get great outcomes dozens of times.
Your mileage may vary, but when someone who works for a company has done something horribly wrong and I'm trying to clean it up, I often find it helpful to be careful with my language so that I can express precisely and correctly what it is that they did wrong.
This is mostly a matter of showing empathy, not being a stickler for technical correctness. When I talk to someone who can fix a horrible mistake, and I show that I understand precisely what went wrong and who's responsible without overreaching, I gain credibility and the person I'm talking to (who is after all a person, if perhaps one who has done something horrible) is more likely to believe that I understand them. If I can express that I know exactly how their system works and what part of it broke, it helps them realize that I'm seeing things from their point of view, and this can help bridge the gap between "my side" and "their side" to help them realize that we're trying to get the same thing done.
I've found empirically that practicing empathy with people makes them more likely to try harder to fix mistakes and gets better outcomes. It also saves a lot of time to be able to say "X happened", which is exactly what happened, and not waste anyone's time re-explaining the problem instead of fixing it.
But, again, this is just a thing that's worked for me in practice (as it happens, mostly with airlines). Concise, precise communication about what went wrong, who's responsible, and what I'd like to fix the problem has helped me get great outcomes dozens of times.