> If consensus is the protocol-du-jour, your service/product/offering suffers in the mid-to-long term (as well as alienation of the senior people whom you want driving).
I don't believe that is true. Junior people are only junior people if you treat them like that. If you are the lead dev and you work together with people junior to you (in experience, possibly not in years) then the fastest way to get them to grow is to get them on-board with the decisions taken as a team.
"Pulling rank" is an option of last resort and it is actually a management failure, far better to spend the extra time to educate your team members to the point where they start making the right decisions. This may require introduction to some of the aspects driving commercial decisions but that's fine.
That's an investment, and in a job market that is overheated you might be teaching someone enough to leave and to go work elsewhere but I've found that this strategy is more often than not rewarded with loyalty.
At least half of these problems boil down to effective communications.