Or I'm talking about a 200 node hadoop cluster thats doing the electrical metering and billing for 8 million people, and is NOT allowed to stop.
Or the trading platform thats running sub millisecond trades and downtime means 300,000 $ USD per minute.
These are systems I have engineered over the last 10 years, and I can say: These things are complex and have failures in 1000 different ways, and while you're monitoring 999 of them that one thing you're not looking at is festering under the surface (your monitoring system is tracking IRQ hardware interrupt response times, right???)
Part of being in a team is everyone pulling together, and yes it's stressful at the time, but even very good management cant see all ends, just like very good engineering cant predict everything. I don't think it's useful to start pointing the finger at management and "asking some pointed questions at leadership" because sometimes everyone is doing their best. Yes we should analyse our failures so we can do better, but your tone is very accusatory, and I believe that a better approach is an all inclusive chat about how we can do better, and management saying "great job engineering" for fixing it, and giving them a break after the stressful event.