It's interesting--I completely and utterly agree with out intellectually. But when I look back on many teams I've been on in many companies, daily standups ach

It's interesting--I completely and utterly agree with out intellectually. But when I look back on many teams I've been on in many companies, daily standups achieve this sort of psychological weight of monotony. Even when they're below 15 minutes they take on a dread. I don't think this is exclusive to standups: any type of process done repetitively over time can get this upward curve of increasing monotony, even if it doesn't lose its inherent usefulness. The very act of changing or intervening in a monotonous process might be a boost for people, and to your point is not an argument against the usefulness of the process. I've equally had teams not doing standups get a boost from starting to do standups. Coming from doing a lot of recommendation systems work, it's similar to how just changing algorithms around often leads to a temporary boost in engagement which then regresses back to the mean (same in general A/B testing). When I'm managing a process and someone comes to me with a process change suggestion, and I feel like I am well-stocked with evidence as to why the existing process makes sense and is efficient, I now have a meta-assessment where I consider the change because it will at the very least mix things up and introduce changes to thinking. Obviously that is not to be done willy nilly, but my younger self would have pushed back on process changes that were not inherently superior to the existing ones.