But that's the case at any organization of non-trivial (> about 10 people) size. You can't enforce uniformity - if you do, you end up with a sicker system than if you'd just let everyone do the wrong thing.
One of the key signals I use to judge someone's intelligence is their willingness to say "It depends." Because that demonstrates their comfort with ambiguity, their ability to see distinctions in circumstances, and their confidence in being able to make sense of unfamiliar surroundings. All of these are absolutely essential in doing high-level creative work, where there's no roadmap of best practices because nobody's done it before.
It's great that you ask the question, but if you're looking for a specific answer, you're doing it wrong. You should then be able to drill down into "Depends on what?", and then if you can have a sensible conversation based on that, you've probably found someone worth working with.
In the cases I’m thinking of, “depends on what?” was met with more vagueness, or, in one case, “depends on what the client wants”. (This was at one of those companies whose business model involves a very small core product and a lot of per-customer consulting work to enhance it. Which is a perfectly respectable way to run a company, but the core-to-consulting ratio was too low for my taste.)
One of the key signals I use to judge someone's intelligence is their willingness to say "It depends." Because that demonstrates their comfort with ambiguity, their ability to see distinctions in circumstances, and their confidence in being able to make sense of unfamiliar surroundings. All of these are absolutely essential in doing high-level creative work, where there's no roadmap of best practices because nobody's done it before.
It's great that you ask the question, but if you're looking for a specific answer, you're doing it wrong. You should then be able to drill down into "Depends on what?", and then if you can have a sensible conversation based on that, you've probably found someone worth working with.