Stand-up Meeting
Updated 2026-07-31
INTRODUCTION
English translation pending.
CORE DEFINITION
A practice from agile software development, formalized in Scrum as the daily scrum. Its core proposition is that high-frequency, low-cost synchronization prevents small problems from compounding into weekly crises: each participant answers three questions, what was completed, what comes next, and what is blocking progress. The key constraints are the fixed time box and the standing posture, both of which suppress extended discussion, together with the rule that blockers are recorded at the meeting but resolved afterward with only the relevant people present.
SCAFFOLDING EFFECT
Reduce cognitive load
- Risk surfacing: bring blockers into view daily so a problem is visible while it is still cheap to fix. - Cadence design: use a fixed time and a hard fifteen-minute box to keep synchronization frequent. - Escalation routing: capture blockers in the meeting but move their resolution to a separate, smaller conversation.
Anchor fast decisions
The meeting works by lowering the cost of synchronization below the cost of staying silent. When status exchange happens daily, the delay between a problem appearing and someone noticing it shrinks from a week to a day, so recovery happens before the schedule is damaged. The standing posture and the time box act as commitment devices: physical discomfort makes long speeches costly, which keeps the meeting short enough that people keep attending and speaking honestly.
MINIMUM ACTION
In progress 0/1Practice this model in one real situation:
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Source support: Explicit
- zh.wikipedia.orghttps://zh.wikipedia.org/wiki/%E7%AB%99%E4%BC%9Averified
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