**Summary of Both Positions:**  
The debate on the ideal Tech vs. Management split at senior levels centers on how much emphasis Senior Architects and Engineering Managers should place on technical skills versus people management skills.  
- **Senior Architects** generally favor a heavier allocation towards technical skills, with an initial proposal suggesting 70% for technical focus and 30% for people management. This perspective underscores the necessity for deep technical knowledge to guide architectural decisions and ensure the integrity of the systems being designed.  
- **Engineering Managers**, conversely, lean towards a more balanced approach, with an initial suggestion of 40% technical skills and 60% people management. This viewpoint emphasizes the critical role that leadership and team dynamics play in delivering successful projects and fostering career development.

**Key Tensions Identified:**  
1. **Isolation vs. Collaboration:** A skewed focus on technical skills for Senior Architects risks detachment from team dynamics, while an excessive focus on people management for Engineering Managers may lead to gaps in technical insight.
2. **Adaptability vs. Specialization:** Both roles require a unique balance—Senior Architects need to adapt to collaboration while maintaining technical authority, whereas Engineering Managers must stay technically adept amidst a primary focus on team leadership.
3. **Project Needs vs. Team Dynamics:** The evolving nature of projects may demand shifts in focus at different stages, where the same allocation might not satisfy the immediate technical needs or team culture requirements.

**Integrated Balanced Resolution:**  
Acknowledging both perspectives, a revised approach provides a more integrated framework that respects the unique contributions of both roles while embracing flexibility as an operational principle. Accounting for project phases and team dynamics while applying human-centered reasoning facilitates a holistic environment that values both technical integrity and team morale.

**Contexts Where Each View Dominates:**  
- **Senior Architect:** In scenarios with complex projects requiring innovative solutions and interactions with cross-functional teams, the emphasis should shift towards increased people management to ensure cohesive collaboration.
- **Engineering Manager:** During times of technical debt or significant change drivers (e.g., technology migrations), a stronger focus on technical skills is necessary to provide grounded, informed leadership while navigating these complexities.

**Final Recommendation:**  
Based on the analysis and my synthesis of perspectives, I recommend the following balanced distributions:  
- **Senior Architect Role:** 60% Technical Skills / 40% People Management  
  This reflects the critical expertise required for architectural decision-making while enhancing the importance of interpersonal collaboration to bring that expertise to fruition across teams and stakeholders.
  
- **Engineering Manager Role:** 50% Technical Skills / 50% People Management  
  An equal split here ensures that Engineering Managers drive team performance and career development while retaining adequate technical acuity, enabling them to robustly support and guide their teams effectively through technical challenges.

In conclusion, these adjustments advocate for continuous reassessment of allocation in response to changing environments and expectations. Emphasizing an adaptive framework allows both Senior Architects and Engineering Managers to foster a performance-driven culture while remaining responsive to technical intricacies, thus achieving exemplary outcomes in project delivery and team dynamics.