"Efficiency is achieved by ignoring information.
In a system boundary decision that affects two teams, everyone wants to keep options open. Options are expensive when they prevent commitment.
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. Define the decision rights before the crisis, or the crisis will define them for you. If you introduce a measure, name the distortion it creates, because the distortion is part of the cost you are choosing.
Name the cost you are accepting so you can defend it later. That is how you keep pressure from rewriting the decision. Write it so execution is obvious.