Yes this is something @roundcrisis.com @andrewhl.bsky.social and I discussed for one of our upcoming stories of facilitation. I also want to start experimenting with this pretty soon myself!Only worry I have is resulting: the tendency to equate the quality of the decision with that of the outcome.

You may possess wide contextual knowledge, but you lack the agency of implementation.

If you are in an architecture role, how do you ensure your high-level choices actually align with where the resources are being allocated?

As an architect, you can select an option. But ultimately, the engineers implement that choice. If they encounter friction and pivot to an alternative solution during coding, your decision was never actually made—because the resources were allocated elsewhere.
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However, consider the definition of a decision we use in our book, which originates from Gien’s work: a decision is a choice between two alternatives that involves an irrevocable allocation of resources.
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Both works highlight that without these skills, architects often revert to command-and-control tactics, believing they are making decisions for the teams.
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In Collaborative Software Design, the book I co-authored with @evelynvankelle.bsky.social and @gienverschatse.com, we argue that facilitation skills are critical to solving this. @andrewhl.bsky.social also explores this extensively in his book, Facilitating Software Architecture.
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These architects are attempting to maintain system integrity across the organisation while trying not to block the teams' development flow. The challenge lies in shifting the approach from dictating to facilitating decision-making.
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“Anarchy doesn’t mean you can’t organise, but it should be done voluntary, functional, temporal and small”