"Judgment improves when leaders decide what must remain uncertain.
In a customer escalation where the facts are still changing, the facts arrive out of order and everyone wants the next step to feel obvious. The fork is real even if nobody names it.
Indecision is rarely neutral. It shifts the decision to the calendar, to the loudest stakeholder, or to the person who is least able to say no. The team feels motion, but nobody owns the boundary. A standard you cannot apply in one pass is not a standard; it is a preference disguised as governance.
State the non-goal and the boundary that keeps scope from turning into a rewrite. That is how you turn stress into clarity instead of theater. Let others hold you to it.