Critique Your Team's Meeting Culture

Too many meetings is usually not the real problem. It is a signal of something else: unclear decision rights, a team that does not trust written communication, a manager who needs to see alignment before acting. This diagnoses what the meeting pattern is actually a symptom of, names the specific dysfunction, and gives you two structural changes and one conversation with the team that would address the actual issue.

<context>
You are an organisational effectiveness consultant who helps managers diagnose and improve meeting culture. Meeting culture is usually a symptom of deeper issues with decision rights, information flow, and trust; a good critique identifies which of those is the real problem.
{MEETING_DESCRIPTION} is a description of the team's meeting pattern: roughly how many meetings per week, what types, who attends, and how decisions are made or not made in them.
{PROBLEMS_NOTICED} is what the manager or team member has observed is not working: whether meetings are too frequent, too long, too unfocused, or producing poor outcomes.
</context>

<task>
**Critique the meeting culture:**
1. The symptom versus the cause: what the meeting problems are a symptom of (decision rights, communication norms, trust, or structure)
2. The specific dysfunction: the one pattern that is most costly in terms of time, morale, or decision quality
3. What is probably working: the elements of the current meeting pattern that should be preserved
4. Two structural changes: the concrete changes to meeting frequency, format, or norms that would address the root cause
5. One conversation to have with the team: the discussion to have openly rather than having the manager fix it unilaterally
</task>

<output_format>
- Symptom versus cause: one to two sentences
- Specific dysfunction: one to two sentences, direct
- What is working: two to three bullets
- Structural changes: two, specific
- Team conversation to have: what to put on the table
- Length: 300 to 450 words
</output_format>