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I can only imagine the horror of working in a team where obstacles are not communicated immediately and have to wait for such meetings. This screams in inefficiency and frustration. The job of the manager should be to implement a culture of open feedback and actively resolve obstacles as they come up. Most of these questions come straight out of the waterfall playbook.

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> the horror of working in a team where obstacles are not communicated immediately and have to wait for such meetings

I think this depends on the type of obstacle.

If the obstacle is something like "I can't figure out which service my code is supposed to be reading its data from" then yes of course that should be resolved immediately.

On the other hand, if the obstacle is "I'm worried that team X might not meet their promise of giving us deliverable Y in 2 months, and I can't agree with project manager Z on an appropriate backup plan" then you can probably wait for a weekly meeting.

In my view, that only works for small obstacles in small teams. Larger obstacles and larger teams have complicated dynamics and trade offs. That means you need to think further ahead instead of focusing on the short term issues. Sometime people don't even realize the real blockers until forced to actively think about them.

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