This is what working with people is like. You will need to make your case and get buy-in from people if you expect their support. You can't just bluntly expect them to respect your conclusion. If you fixate on your conclusion, you will be unable to explain your reasoning getting there, since it will seem irrelevant to you now that you are sure your conclusion is solid.
Understanding what doesn't work is also an important part of understanding the problem.
If One Is Truly to Succeed in Leading a Person to a Specific Place, One Must First and Foremost Take Care to Find Him Where He is and Begin There. -- Kirkegaard
I am often in a situation where a developer is asking help for Y and I'm wondering why he's doing that instead of Z, W, etc. He might be right in going for Y, but I still need to adopt his reasoning, if I am to defend the solution on a system and organizational levels, for reasons like budget/resource/risk/customer experience/technical debt, and ensure buy-in from other stakeholders (product managers, commercial stakeholders etc).
Understanding what doesn't work is also an important part of understanding the problem.
If One Is Truly to Succeed in Leading a Person to a Specific Place, One Must First and Foremost Take Care to Find Him Where He is and Begin There. -- Kirkegaard
I am often in a situation where a developer is asking help for Y and I'm wondering why he's doing that instead of Z, W, etc. He might be right in going for Y, but I still need to adopt his reasoning, if I am to defend the solution on a system and organizational levels, for reasons like budget/resource/risk/customer experience/technical debt, and ensure buy-in from other stakeholders (product managers, commercial stakeholders etc).