Active coordination in the development project

One of the “difficult” tasks of any project is to agree with the customers on the intermediate and final results of the project. In the plans of projects, approvals usually take little time, and in real life, sometimes they stretch for a period 3-4 times longer than planned.

An analysis of such situations shows that most often the customer’s employees who have to make a decision do not have a proper understanding of the criteria for assessing the quality of the proposed solution.

For example, a marketing director gets a design from someone that he has to agree on. If the design is shown without any comments and explanations about the goals that were attempted to achieve with this decision, then the marketing director has no criteria for evaluating the proposed solution. But he must make a decision on duty, and does not find anything better than to suggest, for example, repaint the design from green to orange. And the project team goes on a further search on the wrong path.
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How to survive in this situation, how to influence the adoption of adequate decisions, how not to quarrel with the customer and not to embark on a project because of misunderstandings?