I've had a number of situations where I've run into trouble on projects because I have tacit knowledge about the domain - but I seem to struggle to make my taci

I've had a number of situations where I've run into trouble on projects because I have tacit knowledge about the domain - but I seem to struggle to make my tacit knowledge consumable by others, which leads to friction. For example, to launch a new product we need the obvious end-user-visible features - but also sufficient back-office features to be able to quickly fix the inevitable problems that crop up. Things like adjusting a customer's account balance, say to give them a quick credit when something else goes wrong. Basic stuff right? But management - this has happened to me - will often say something like "why are there going to be problems? Don't you know what you're doing?". And of course I do know what I'm doing, that's why I'm assuming something nobody has thought of is going to go wrong, and I'm trying to create a way to help us mitigate it without taking the lustre off the launch. The problem as I see it is that management is often seen as a generic function of business with a translatable skill set, but in most cases they don't have the tacit knowledge they need to make good decisions in the domain they're supposedly managing. Being able to turn this tacit knowledge into something consumable by others would be a huge boon to project management IMO.