It really depends on the group, the workload, and the structure. I’ve got two fairly ADHD employees that love rabbit holes and one that’s great at focusing, but regularly needs some guidance. A daily morning touchpoint meeting like a standup does wonders for getting us all on the same page, making a few quick decisions, and unblocking them all. It’s honestly the best 15-20 min we could spend for productivity and engagement and our most productive meeting of the day.

We also just do it at our desk or virtually on WFH days because it’s a waste of time to walk 5 min to a room and back when we can use that time solving problems.

If we had less ticket churn, or less interruptions from on call/support work, we could probably do it just MWF, but that’s just not in the cards.

we did have a meeting each Friday afternoon to go over what we did well that week

In my experience that highlights a difference in each of your "scales"; how long you can concentrate and focus; how often your interruptions are and how aligned your whole team is.

It sounds like you get less interruptions, more focus on items and your team is more aligned. Which means a lower cadence meeting works well, because you can spend more focus time.

For @GlitchyDigiBun@lemmy.dbzer0.com I suspect they are the opposite. More disruptions and less focus means you need a higher cadence and more chances to keep teammates up to date on who is doing what.

Personally, using teams/slack/whatever to keep up to date on this doesn't work. As you can read on message, think someone is on one thing and miss the next message where they've changed tack. The DSU gives everyone a "reset" point. If you can get away with that weekly, absolutely great.

Where I currently work, SRE (but I'm much more tooling and product focussed and less on-call). My on-call teammates need a daily, I can comfortably join them 2 or 3 times a week on their DSU and not miss things.