| 1) Better how? For whom? What's your metric on that and does it hold true in all circumstances and contexts? I'd make a general assertion that "better" communication is written communication as it is more easily reviewed later and by parties not originally involved. An asynchronous persistent communication channel beats a synchronous one when you need to coordinate non-synchronous activity (which often involves coordinating with external teams and stakeholders). 2) People can ask questions at any time, but in a meeting only one person can really have the floor so provides a synchronous block on communication for anyone not involved in the exchange. 3) "Making others aware" so they don't think "you're not doing anything", is the social pressure "face-saving" style I believe has nothing to do with software engineering (at best). At worse, if your entire team is obsessing that you have less to do than they are doing, then they have way too much time to obsess with, probably the time they spend in those meetings; they should take it up with management, who should have knowledge on what's going on anyway due to status reports and a general involvement with the team in an ongoing basis. ... >>> I disagree. A good manager should have a broad overview of what's going on but, he should be busy in his own job planning etc. to not have to micromanage. A 15 minute stand up each day gives him insight he needs without standing over anyone's shoulder or worse making false assumptions about what they might not be doing. The term micro-manage is yours not mine. A 15 minute stand-up gives him the power to assert that for 15 minutes each day, he is the alpha-male. That's really all face-time meetings like that do when it is between subordinates and superiors. For everyone else, its a jockeying up position and pecking order. Welcome to the primate side of human culture; I didn't make the rules I simply observe them every time I see it happen. If he can't get what he needs without appearing to be micro-managing, he lacks the social skills to manage with greatness. But he'll be in fine company as most of his management peers are roughly equivalent. From my own experience good managers are few and far between because to be a good technology manager you need to be a good manager and a good technologist. However, if a manager is going to pick a team management religion, he'd do best with Zen. |