One of the least innovative teams I've worked on involved engineers that would try to force group discussion on ideas early on. Nearly every project or initiative I tried to build there met significant friction.

The most innovative teams I've worked on implored, and maybe incentivized, periods of reflection and evolution of ideas. Often we built POCs along side that evolution. They'd often juggle many different new ideas. Each, often, had its own evolution. Whatever shook out is what won and we often had pivots in line if we needed them.

I think in general it's what Sam says it is: if you artificially force people to defend their ideas early on then you end up coming up with pretty mid ideas.