The essential step is simply this: the organization's leaders must demand that its decision makers refuse to make decisions until the limits and trade-offs between those decisions are made visible to all. Wishful thinking and guessing must not be tolerated. Any such should be identified as knowledge gaps that must be filled prior to making the decisions.
Of course, that alone is not enough. The team needs to have the skills and the tools to enable them to do that... to make the limits and trade-offs between decisions visible. First, they have to be able to get the vast knowledge that is in each experts' head out and visible for all to see. And the connections between the decisions need to be made visible such that the gaps in the knowledge can be identified. And then efficient, robust learning processes are needed to quickly fill those gaps. The naive answer is all-to-often, "we don't have time to get that knowledge" or "its not possible to get that until we have a design". In fact, it almost always is possible... a bit of innovative thinking may be required, but that's the kind of engineering you want your engineers doing early in the process (rather than fighting fires late in the process).
Better yet, once you've done that learning and made those limits and trade-offs visible, you don't need to do it again. Unlike knowledge about particular product designs (point designs), limits and trade-offs between decisions are applicable to a wide range of product designs (sets). Thus, that visible knowledge enables continuous improvement of highly reusable knowledge.
With that visibility, with that move to thinking in terms of sets of designs, your decision-making will be transformed... your organization's decision-making will become:
Collaborative
maximizing knowledge & innovation
Convergent
allowing progress while also allowing delayed decision-making
Connected
ensuring all impacts on dependent decisions are understood
Concurrent
maximizing efficiency and knowledge flow
Correct
minimizing late-process design loopbacks
Achieving such decision-making does depend heavily upon the foundation that you lay...