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Or said “you do realize this isn’t good, right?” at any point later on. A really smart exec could have noticed a preponderance of negative internal feedback (or solicited feedback if none was forthcoming) and fought to change course. That would have worked out a lot better for the company.

You seem to contradict yourself by diminishing the impact of psychological safety at the same time that you give an excellent example of how it might have helped a project.

Another good example is the events leading up to the Challenger disaster (from the notion of 'Groupthink', which is related to Psychological Safety): https://sites.psu.edu/aspsy/2020/10/07/how-groupthink-played...

Products that could have succeeded instead failed because of a lack of PsySafety on the team.

Nobody's suggesting this is a panacea that'll make your unviable idea suddenly viable, the article is about how options for working that could lead to success get cut off when PsySafety isn't present on the team.