"Judgment fails when leaders treat uncertainty as incompetence.
A standard is not a moral statement. In a request for an exception to the review standard, it is an agreement about what the system will do under pressure. Without that agreement, you get exceptions by persuasion instead of principle.
In a request for an exception to the review standard, the fastest path is to skip the uncomfortable conversation. That buys speed today and inconsistency tomorrow. Do not hide the tradeoff in prose; make it two lines so it stays readable when time is short. If the exception path is informal, it becomes politics; write the signal that makes an exception legitimate and who can approve it.
Frank H. Knight is useful here because it forces precision. Write the bar as a yes/no check, then name the exception trigger and decision owner. Let the boundary do the work.