"The real problem of humanity is the following: we have Paleolithic emotions, medieval institutions, and godlike technology.
In a simplification that makes one dashboard look better, you can feel two risks at once: acting too early and acting too late. The team needs a boundary more than it needs reassurance.
Under pressure, people default to the simplest story. If you do not define the boundary, the simplest story will define it for you. If you cannot describe the boundary simply, the boundary will not survive escalation and reorgs. If the exception path is informal, it becomes politics; write the signal that makes an exception legitimate and who can approve it.
Put the assumption into words, then choose the signal that forces you to revisit it. That is how you stay decisive without pretending to be certain. Save it where decisions live.