"A system’s behavior reflects what it rewards, not what it says it values.
In a performance fix that adds coupling, you can feel two risks at once: acting too early and acting too late. The team needs a boundary more than it needs reassurance.
If you do not write the decision, you do not avoid it—you postpone it until the worst moment. You see it in a shortcut that becomes the new operating mode, when execution interprets the boundary differently than you meant. A single written sentence can remove more noise than another meeting, because it stops the renegotiation loop.
State the win you are buying and the cost you are taking on, so it cannot hide inside execution. That is how you keep pressure from rewriting the decision. Do not hide the cost in prose.