I wonder how to conduct such why meetings without demoralizing people? I can imagine people being more worried about being mentioned in those meetings than they worry about customer satisfaction. Of course one could always hide the problem beneath 'you have to build the right corporate culture'.

Also, what size does a problem need to have to result in such a meeting? Every argument with your colleagues? Every customer related problem? Every technical problem?

"In fact, at IMVU, we did exactly that. We started with a simple wiki page with a few bullet points of things that new engineers had tripped over recently."

This happens in our corporation as well, although in a much more informal way. It goes more like this: There's an annoyance, let's solve it. As the article says, the investments are gradual and there's not much time required to fix the little problems. One at a time.