Meetings *are* the work.

People treat meetings as dead time, but the piece argues that every meeting is a piece of knowledge work that creates value when it is framed as collaborative decision-making. The author shows that the reluctance to see meetings as work comes from a tech mindset that prizes individual output over collective sense-making, and that this mischaracterization undermines both morale and effectiveness.

The essay traces the idea back to Peter Drucker's notion of knowledge work and the dignity of being a knower. It highlights how Aristotle's intellectual virtues and modern philosophers see good judgement as the core of knowledge work, not just the facts you possess. By positioning meetings as moments where that judgement is exercised, the article reframes them as essential, not optional, activities.

Examples from Annie Duke's poker practice, Jeff Bezos's "bias for action" principle, and the rise of UX research illustrate how groups can calibrate what is "true enough" to act on and improve collective outcomes. The author points out that organizations resist learning because they cling to rigid standards of truth, yet shifting those standards-just as Amazon did-creates space for faster, more effective collaboration.

Finally, the piece offers concrete cultural shifts: resist the pressure to decompose work into isolated tasks, reinforce moments where meaning is co-created, avoid using meetings as placeholders for lists, and be mindful of cognitive load during multi-level conversations. By treating every meeting as an opportunity for knowledge creation, leaders can unlock higher-quality decisions and a healthier, more engaged team.