"An organization cannot outperform the quality of its decisions.
In a review meeting where a decision keeps getting deferred, speed is rewarded and caution is punished, even when the picture is incomplete. Under that pressure, decisiveness gets confused with certainty.
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. Write it down because otherwise two reasonable engineers will execute two different interpretations, and the system will call it “miscommunication.” A standard you cannot apply in one pass is not a standard; it is a preference disguised as governance.
Decide the default action and the condition that changes it. That is how you stay decisive without pretending to be certain. Let the boundary do the work.