I believe that finding a balance between these two alternatives is dependent on understanding the roles of different team members within a project and the complexity of the information being communicated. Different team members have different roles, and a way to make communication more efficient is by keeping more frequent meetings tailored to their roles. For example, the information a manager needs communicated to them can differ in content to information a member of the manager’s team needs communicated. If there seems to be no overlap in the communicated material they would need, and the material for another team member, it would be best to prevent unnecessary engagement/meetings. In addition to this, it is a good idea to create an accessible folder/database for meeting notes or goals for work discussed, which helps prevent complications in case there becomes a sudden need for team member roles and thus communication towards them to overlap. This also prevents repetition, and aids in keeping communications efficient. 

Preventing communication that should have “just been an email” can be done by taking a look at the complexity of the material covered. If the communicated material is a reminder, or notification of an event, typically it is best not to host meetings for this material unless requested. However, if communicated material is one that can lead to a multitude of questions, or needs feedback, having a meeting is incredibly beneficial.