Julia Barham's framework for categorizing what's actually unresolved when a product team is stuck: problem ambiguity, solution ambiguity, priority ambiguity, and organizational ambiguity.
She calls organizational ambiguity the least-discussed of the four — unlike the other three, it isn't something to research or prototype your way out of; it's a leadership-level skill to diagnose (who actually has authority, where trust is missing, what structure is undefined) and navigate rather than wait out.
Related: Durable-Questions Book Structure (Why / For Whom / What / How-When), "Don't Scale Chaos" (Leader-as-Bottleneck Mistake), Garbage Can Theory (of Organizational Decision-Making).
Barham calls organizational ambiguity the least-discussed of the four. Problem, solution, and priority ambiguity are the ones junior PMs learn to resolve early; organizational ambiguity — unclear ownership, unclear decision rights, unclear mandate — is the one that mostly gets addressed once a PM moves into leadership, since resolving it usually requires authority the IC role doesn't carry. See Randy's Four Ps (Priority, People, Processes, Shared Perception) for a parallel diagnostic aimed at the same organizational layer.