If it's your job to chose the development tools, you should have some profound beliefs about that. If it's your job to use the chosen tools to implement things, you really don't need to have any profound beliefs about the tools, and though it is helpful to understand the beliefs/motivations of those who are making the decisions, having your own (especially if contrary) is a recipe for "how to be frustrated at work."

Though you're right, the parent comment suggests they're not in leadership.

In my experience, you missed the most common alternative: disagree and undermine.

If you're hired to lead. Then you need to make decisions and you're responsible for the success and failure of those decisions. You should have profound beliefs about why you make your decisions but also be able to take advice and suggestions, but at the end of the day, the success or failure is on your responsibility, not the advice givers - thus you always have the right to not act on others advice and suggestions.

It's important to know what your role is in any organisation.

I actually like this 1995 movie Crimson Tide that illustrates these principles while exploring moral ambiguities and procedural issues while under huge amount of stress where the lives of not only men in the sub is at stake, but the lives of whole nations when it comes to making decisions and when it is a good time to challenge those decisions.