> In a business setting, the room should bend to facts, not group-think.
It should, sometimes, but ...
Different people often have different beliefs about the facts.
Sometimes there are higher priorities than the facts of the immediate issue.
And most of all, in reality it doesn't work that way. Someone who acts as if it does is as incompetent as a developer who insists there's no such thing as platform constraints. We're dealing with humans, which includes all the constructs of human nature, culture, and personality.
Your 'facts' may threaten someone's job, for example, or the CEO's reputation; do you expect they'll just go along with that?
> Sometimes there are higher priorities than the facts of the immediate issue
I'm with you! Of course there are many factors at play, but they are all part of "the facts" of which I'm speaking. I'm not talking about saying things like "No no, we have to do this the correct way, not with a shortcut". Sometimes a shortcut _is_ the correct way, given the circumstances.
> Your 'facts' may threaten someone's job, for example, or the CEO's reputation; do you expect they'll just go along with that?
It's not my job to hide other people's mistakes, even the CEO's. _However_ I'd like to emphasise that I don't think there's anything wrong with making mistakes. If you work in a culture where mistakes are seen as part of getting things done, it's not an issue. If you don't, I'd recommend finding somewhere where that's true, and you can call bullshit out without getting people fired, or hurting the CEO's feelings.
I've noticed this is very much the case when working with Americans. There's a real weird vibe where dominance needs to be proven at every turn. Some European cultures have this a little too, but not to the extent it's evident with Americans.
In a business setting, the room should bend to facts, not group-think.