> If you have a C-suite that makes decisions based on golf games, this advice is not for you. You have a different set of problems.

Another way to look at it is that your role isn't in the decision making circle, even if you are on a project that is supposed to help make a decision. I was in this role evaluating vendors solutions, in hindsight I can see how I conflated the involvement in the evaluation process with the decision making, those aren't the same.

Think of it like buying a car. You could be on the project to evaluate car companies, features, test drive them and document findings but just because you did all of that doesn't mean you're a decision maker and shouldn't have any emotional attachment to whatever the decision ends up being. Yes if they make a decision with bad trade-offs, like a car with a lot of issues, you may be dealing with those and it may suck but that's your role.

I think part of politics around technical decisions is recognizing if your role has any attributes of being involved with the decision making or if your input is just one of many, potentially minor, inputs.