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In my mind the biggest question is "do your managers see this and understand it to be a problem?" If your managers think that a meeting culture is a good/desir

In my mind the biggest question is "do your managers see this and understand it to be a problem?" If your managers think that a meeting culture is a good/desireable thing, no amount of lobbying by a single engineer (or even a small group of them) is liable to fix the situation. On the other hand, if your managers agree with you, you have readily-available allies in your fight to fix the culture.

wisty 16y ago
Meetings have a use. Meetings are a good palliative for ownership and trust issues. If nobody is responsible for a feature or decision; or worse several people are responsible, and people don't really trust each other to make the right choice, then meetings can force everyone to "get on the same page". Managers should realize that when decisions are getting made in a meeting that someone needs ownership of an area, or the owner isn't trusted by the people that area influences. As an example, if coding style is debated in meetings, someone needs to the "coding style boss". If there already is someone in charge of coding style, then they need to communicate better. This would also apply to more important things than coding style ... but it's a good example of something where the cost/benefits of addressing it in meetings approaches infinity.