Yes, one of the primary dysfunctions I see in business environments is a culture that doesn’t create space for timeboxed and clear discussion of tradeoffs. Everyone must have both the _appetite for_ and _implicit or explicit permission to have_ a reasonable discussion of option A vs option B and the long vs short term costs and benefits of each. There must be enough discipline to not rabbit hole or scope creep and decisions must be captured somewhere in a concise way so that everyone who is impacted is informed, and everyone who will inherit the downstream consequences can understand and articulate the decision chain that led to current state.

This is rarely if ever done in a sensible way. Instead you find Managers, Engineers or PMs avoiding troublesome stakeholders, hallway convos or Slack DMs that are never properly written into public record in a searchable/readable way, last minute overrides from higher ups based on limited context of the problem space or their own unaligned career goals, poor recordkeeping, panic mode bandaid fixes when systems break, etc...

IMO a lot of the “meat proxy” and “loop obsession” behavior we’re seeing is simply people using the sense of short term productivity gains as self-soothing against anxiety from corporate dysfunction that they have no control over.

I've seen it too, and it seems to be getting worse as companies move more and more communication onto Slack, ticketing systems, Confluence, etc. Modern channels are a huge high velocity dumping ground. The only way anyone can even pretend to keep up with all the - frankly - spam is arbitrary sampling.

Oldschool periodic reports and memoranda weren't perfect, but they did encourage taking time to curate one's message. And gave others somewhere to go for a properly curated message.