There's always a reason behind a decision that can be explained to a group of people such that they understand and accept (if not agree) with it. A decision very well might have nothing to do with engineering. That's fine, and it's acceptable to say: "We're making this decision because of X."
It's better to expose everyone to the full business context so that they understand what the priorities are (within reason). From experience, engineers and scientists aren't always training themselves to consider business value. Sometimes it requires a step back to say, even though this is worse from an engineering perspective it's better from a business perspective. We're all here to serve the business, so let's do what's right for the business. Software doesn't exist to serve itself.
Maybe we know how to engineer and manufacture the best widget in the world, but the widget market is falling off, and we need to build a wamboozle instead.
People understand this stuff. The failure is often a failure to explain it.
There is an implicit assumption that in the workplace, we're all rational adults. Reasonable people who deep down are all the same and just want to do the right thing for the company. That is usually true, but a leader should keep in mind that often it is not true. I disagree with your apparent assertion that people never have irrational and destructive motives at work.
It's better to expose everyone to the full business context so that they understand what the priorities are (within reason). From experience, engineers and scientists aren't always training themselves to consider business value. Sometimes it requires a step back to say, even though this is worse from an engineering perspective it's better from a business perspective. We're all here to serve the business, so let's do what's right for the business. Software doesn't exist to serve itself.
Maybe we know how to engineer and manufacture the best widget in the world, but the widget market is falling off, and we need to build a wamboozle instead.
People understand this stuff. The failure is often a failure to explain it.