If you work in an office — or spend a lot of time on Zoom — meetings probably shape most of your week. Managers now spend about 23 hours a week in meetings, and even non-managers average around 11 hours. So it should come as no surprise that many people feel busy all the time, but not always productive.

The problem isn’t just how much time meetings take — it’s how that time is used. Many workers feel that a large share of meetings are unnecessary or inefficient. People often multitask during calls, zone out, or leave unsure what was actually decided. When that happens, meetings stop being tools for coordination and start feeling like interruptions.

The shift to remote and hybrid work has added another layer. Video meetings require constant attention to screens, faces, and signals that are easier to read in person. This can lead to mental fatigue, especially when calls are scheduled one after another. Some studies also suggest that certain groups — including women — report more difficulty speaking up or being noticed in online meetings, which can mean some voices are heard less often.

None of this means meetings are useless. Research from the growing field of "meeting science" suggests that meetings can support engagement, clarity, and cooperation — but only when they are designed with intention. That starts with a simple question: why are we meeting? Is the goal to share information, make a decision, hear opinions, or strengthen working relationships?

Once that’s clear, small design choices matter: sharing materials in advance, setting clear expectations, actively moderating the discussion, and making space for different voices. These details shape whether a meeting feels like a drain or a contribution.

Meetings reflect how an organization works. When they are rushed, unclear, or dominated by a few voices, that usually isn’t limited to the meeting room. When they are thoughtful and inclusive, they can become one of the few places where people actually think together — rather than just work alongside each other.