One way to break the long feedback loop is to move first, then explain, then ask. Ship the thing, show what you did and why, ask for specific input. This changes the dynamic from approval-seeking to response-gathering. Feedback on a real thing is almost always more useful than feedback on a proposal, because concrete work gives people something to react to rather than something to imagine.
[[Changelog as a consistent communication tool]] is what this becomes at the team level: a repeatable rhythm of delivery rather than a one-off gesture. [[Slam it shut and move on]] is the complementary discipline: the willingness to ship is what makes the cycle work. The risk of shipping something that goes in the wrong direction is smaller than the risk of never shipping because you kept seeking alignment on something abstract.