So... the business made a stupid decision, and when they realised the error of their ways, rather than trying to reach agreement on the best way forward, you delighted in rubbing their noses in it, using processes designed to protect you to hurt your employing organization instead.
One of the most important pieces of career advice I've received is to make sure that people who cause pain feel the pain. It is not my job to be a whipping boy who suffers for every bad decision I tried to warn someone about. If management insists that I do something really goofy, then they should not be spared from the consequences of their plans. Insulating them only enables them to keep making bad choices and inflicting them on codependent organizations.
You say "rubbing their nose in it". I say "making sure decision makers understand the results of those decisions".