I've seen it happen often enough that someone's concerns are summarily ignored that I don't think you can always blame the person raising issues for not being l

I've seen it happen often enough that someone's concerns are summarily ignored that I don't think you can always blame the person raising issues for not being loud or visible enough. The way this often goes down is that someone who is perceived as more senior will push something through, steamrolling right over well-formed interjections. If someone lower on the org chart tries to make more noise than the steam roller, the consequences can be quite bad for them. If something then fails as predicted, why shouldn't that be noted? If someone has expertise that was ignored, that should be taken into account in the future, and part of the post mortem should be figuring out why their expertise was ignored. The thing is, it should probably be noted by management or whoever is in the chain of responsibility and probably not by the person who was ignored, but management often doesn't want to admit mistakes of this type. So what do you do then? How is it constructive to ignore a glaring issue in your planning and decision making process?