I think you can teach a manager with a track record of bad tradeoffs. The first step is showing that manager that their track record isn't as good as they may think it is. And that's hard to do in a single incident, so consistent feedback over time, as Eric suggests, has a chance to help enlighten.
If the past track record is bad, and one opportunity to enlighten is pursued and they "don't get it", that's ok. Either another chance will come up in the future, or it won't. If it doesn't, there isn't really a problem.
I believe that thinking like this is helpful by giving license to "demand fixes for things that aren't yours to fix". Specifically, why stop in the example at fixing the bad code? That's what some organizations, perhaps more than half, would view as sufficient.
If the past track record is bad, and one opportunity to enlighten is pursued and they "don't get it", that's ok. Either another chance will come up in the future, or it won't. If it doesn't, there isn't really a problem.
I believe that thinking like this is helpful by giving license to "demand fixes for things that aren't yours to fix". Specifically, why stop in the example at fixing the bad code? That's what some organizations, perhaps more than half, would view as sufficient.