"Judgment improves when leaders distinguish between risk and regret.
In a release that is halfway out and already being noticed, the facts arrive out of order and everyone wants the next step to feel obvious. The fork is real even if nobody names it.
When the boundary is unwritten, people optimize for what is legible and defensible, not for what is true. That is how you get busywork and brittle systems. 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.
Write the stop line now: what evidence ends the attempt, and what you will do when it appears. That is what makes execution calmer. Let the boundary do the work.