I tried to embody this ideal when I managed a team, but realized shielding too much meant less connection of members with the wider org and too much dependency on me for context and such. Overall, this meant we were a lower value team for the org.
If you're management, that's literally your job. Synthesize and communicate the important context bits.
It really can help an organization if departments are not siloed off. But sending everybody into every meeting is a recipe for not getting anything done.
Maybe "filtering" is a better term than "shielding", since the latter assumes an adversarial relationship between "devs" and "suits" at the outset, and the terms we use even to think to ourselves about these things influence how we ultimately behave.