Well that's an interesting point. What i'm thinking is based on the "well-known" assumption that spontaneity inspire creativity that thus can be actually productive. For example, here is a scenario:

(In a random afternoon) A: The project she presented in the morning so unclear. I have no idea what to do next. B: Me neither, but I'm trying to...... A: Well.......

The problem we had to get over pretty quickly was the embarrassment of admitting that you didn't know something. We set up a channel with everybody where if you had an issue, or a dumb question you could just put it out there. The more people posting "dumb" questions the less concerned people were about appearing stupid and the more we shared information.

Turns out that we're actually better off now than we were in the office.

It helps we've got a team with few egos, who are genuinely focused on delivery of a decent product.

There's the concept of "engineered serendipity", which actually appears to be more about removing the obstructions to creative conversation that poor work environments have fostered. It's not about regulating spontaneity, it's about letting the spontaneity happen.