Also I've found that if management is resistant to change they usually have good reasons, even if sometimes they can't or won't share them, so circumventing them can sometimes be counter-productive. Usually better to just be on the up-and-up.
>> When I explain this process to junior team members, an objection is often, "I don't feel like I have the authority to do this. This is a job for our leadership." They feel that a person must be empowered to make a change before they can venture to do so. That's not true. Team members become senior not because they are deemed senior and granted senior responsibilities, but rather because they show that they're capable of effectively taking and addressing senior responsibilities.
If I have an idea that I know is correct / am sure of, I would broach it with the concerned folks. If I couldn't get them onboard, and was still sure I was right, I would discuss it with the senior engineers to get the feedback. If, at that point, I was still sure the idea was right I would try to once again try to convince the team of the merits, with the available appeal to authority.
At that point you either win, give up, or try to convince management to enforce the idea.