While I agree a lot of information is conferred, most of it is not useful.
I'm quite a fan of not attending meetings where I don't get specifically invited (as in, directly, not as part of a group). This may or may not fly at a given organisation. Anyhow, my main learning has been that:
1. All truly important information will be repeated (in the form of tickets, slack messages, further meetings). Usually several times.
2. Most useful subordinate information (the kind that doesn't get repeated) only needs to be related to 1 person 80%+ of the time. It's vanishingly rare 3 or more people need some information that isn't ever repeated elsewhere.
The only really useful work in meetings is making decisions. This is an essential feature, but a big problem is often many "spectators" are invited (attendees without decision power or context). Being a pure spectator in a meeting is almost always completely pointless. Also, people like to make decisions/input so meetings are rife with bike shedding (most people have decision power + context for low importance items usually).
1. All truly important information will be repeated (in the form of tickets, slack messages, further meetings). Usually several times.
2. Most useful subordinate information (the kind that doesn't get repeated) only needs to be related to 1 person 80%+ of the time. It's vanishingly rare 3 or more people need some information that isn't ever repeated elsewhere.
The only really useful work in meetings is making decisions. This is an essential feature, but a big problem is often many "spectators" are invited (attendees without decision power or context). Being a pure spectator in a meeting is almost always completely pointless. Also, people like to make decisions/input so meetings are rife with bike shedding (most people have decision power + context for low importance items usually).