1.1  Meeting or email?

This interactive follows a branching decision tree structure. Each option leads to another slide of information to help you decide whether you should communicate by email or call a meeting.

Question 1: Is this a communication or decision that needs to be made urgently?

• Yes → Go to Question 2.

  Reflection: Urgency can justify immediate action, but it doesn't always require a meeting. If it is within working hours, assess whether the urgency justifies interrupting the schedules and tasks of the people involved or if it can be resolved in another way. If it is outside working hours, keep in mind that individuals may have additional responsibilities or personal conditions (such as caregiving responsibilities, health conditions, neurodivergence) that limit their flexibility to attend urgent meetings.

• No → Go to Question 3.

  Reflection: If it is not urgent, avoid scheduling meetings outside of regular working hours or at times that may interfere with family, caregiving or personal commitments, especially for those working flexible hours. Make sure the meeting times are inclusive and take into account the availability of all participants.

Question 2: Does the decision or communication require real-time discussion?

• Yes → A meeting is better.

  Reflection: Real-time discussions are useful when immediate interaction is needed or to avoid misunderstandings. Ensure the meeting has a clear objective and a time limit to maintain efficiency. Also, consider different communication and information processing styles (for example, neurodivergent individuals or those with linguistic diversity) and ensure that information is provided in advance whenever possible. If the meeting is necessary, consider the availability of all participants, especially those who may have scheduling constraints due to family or personal responsibilities (such as school pick-ups).

• No → Send an urgent email.

  Reflection: An email can be just as effective if the communication is clear and direct. This allows people with differing responsibilities outside of work to better organise their time and adapt their own schedules.

Question 3: Do all participants need to interact with each other to resolve the issue?

• Yes → Go to Question 4.

  Reflection: If interaction is essential, a meeting may be the best option. Consider scheduling it at times that take everyone into account, avoiding periods of high personal or family demands.

• No → Send an email.

  Reflection: Email reduces the need for meetings, helping people better manage their time and balance their work and personal responsibilities.

Question 4: Does the issue require immediate feedback or quick approval?

• Yes → Go to Question 5.

  Reflection: If feedback is urgent, assess whether it can be obtained through alternative tools to avoid overburdening those who may have additional responsibilities, whatever their nature.

• No → Go to Question 6.

  Reflection: If feedback can wait, prioritise flexibility, allowing colleagues to respond at times that fit their schedules.

Question 5: Can you obtain feedback or approval via an instant messaging tool (e.g. Slack, Teams)?

• Yes → Send a quick chat consultation.

  Reflection: Instant messaging tools are ideal for quick queries and eliminate the need for formal meetings.

• No → A brief meeting is better.

  Reflection: If the meeting is unavoidable, ensure that the times are inclusive, taking into account the various personal and family responsibilities that may affect availability and the different working patterns that people may have.

Question 6: Is the issue complex, requiring detailed or visual explanations?

• Yes → Go to Question 8.

  Reflection: Assess whether the complexity can be addressed with prior materials (documents, presentations, videos) to avoid lengthy meetings that interfere with other personal or work commitments.

• No → Go to Question 7.

  Reflection: If the issue is simple, opt for an email to avoid unnecessary meetings and overburdening people with additional responsibilities. Additionally, it supports people with different learning styles, neurodivergence or whose first language is not the workplace language.

Question 7: Can you share the complex information through a document, presentation or explanatory video?

• Yes → Send an email with the necessary attachments.

  Reflection: Sharing information in writing or audiovisual format allows participants to absorb it at their own pace. It also reduces the need for meetings.

• No → Go to Question 9.

  Reflection: If the information requires a personalised or interactive explanation, a meeting may be the best option. Ensure the times are inclusive and consider the availability of all participants.

Question 8: Does the issue involve sensitive, difficult or potentially divisive topics?

• Yes → A meeting is the best option to address the issue appropriately.

  Reflection: Sensitive or difficult topics, as well as those that might be divisive, are best managed in person or via video call, where body language can be read and empathy conveyed. Ensure that the times and spaces are accessible to everyone.

• No → Go to Question 7.

  Reflection: If there are no sensitivities involved, assess whether it can be resolved more efficiently without an unnecessary meeting.

Question 9: Is there a risk of misunderstandings if the issue is not discussed in person or via video call?

• Yes → A meeting is better.

  Reflection: Avoiding misunderstandings is crucial for effective communication. A meeting allows for clarification of doubts and ensures everyone is aligned. Ensure the times are inclusive and that the availability of all participants is considered.

• No → Send an email.

  Reflection: If the issue is clear and unlikely to cause misunderstandings, an email may suffice, allowing everyone to manage their time better. Write the message clearly and concisely.