As a leader, you want to encourage people to entertain “unreasonable ideas” and give them time to formulate their hypotheses. Demanding data to confirm or kill a hypothesis too quickly can squash the intellectual play that is necessary for creativity.
Then ruthlessly prioritize for focus:
[Force] teams to focus narrowly on the most critical technical uncertainties and [rapidly experiment for] faster feedback. The philosophy is to learn what you have gotten wrong early and then move quickly in more-promising directions.
From Gary P. Pisano writing on organizational culture for HBR. Concurrence from Paul E. McKenney, who emphasizes:
[S]tress-testing ideas early on avoids over-investing in the inevitable blind alleys.
But what kind of tests does Pisano suggest?
[do] not run experiments to validate initial ideas. Instead, […] design “killer experiments” that maximize the probability of exposing an idea’s flaws.