I agree with the general sentiment of taking ownership (especially if you are self-aware enough to realise the coping pattern of deflection). The example of a CEO not allowing something if you fail to make a well-articulated argument is obvious, but the complement may not be: they can still decide against a well-reasoned argument. The dynamics get much more complex when you have a larger organisation where participants in a decision may have competing incentives and goals.

I think the ownership action in extreme cases is best summarised by the simulation in WarGames (1983): "A strange game. The only winning move is not to play.". There is lots of interesting game theory (which is probably a digression here), but the Prisoner's Dilemma is a fun starting point if anyone is interested in an academic side trip: https://plato.stanford.edu/entries/prisoner-dilemma/.