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Justifying your decisions is a mark not only of maturity, but also of respect for your colleagues.
I’ve lost count of how many times, during my long and arduous tenure in the Grand Game of Software Engineering, that decisions directly affecting myself, and usually quite a few of my colleagues too, have been made without prior discussion, warning, and most without any justification whatsoever.
Sure, you can argue that decisions regarding hot-desking plans, office air conditioning temperatures, and what setting the office kitchen toaster should be set to, are best taken by those with the most experience d— i.e. those that have little else to do during working hours other than to make bureaucratic authoritarian mountains out of inconsequential molehills that make everyone’s lives miserable.
These are therefore assigned to civil servant grade middle-managers, the enforcers of Human Resources, or quite likely the guilty looking project manager running to the fire escape with a piece of burnt toast (in an attempt to avoid setting off the building fire alarm. Again.)
However, many other decisions (and more pertinently those that actually matter, and have actual ramifications to the workers¹) tend to be made by the management classes who are allegedly employed to do such things¹.
