I've worked with many great people that hate to handle things without their usual group first, and will stall until a reasonable approach can be presented. Which means creating shadow communication process - the more you push for "discouraging 1:1" the more they will hide.
What your organisation did with such "incompatible" people, relate them until the team left likes how they work, or were there better ideas?
if the issue is that the person is afraid to speak up because of being ridiculed for their ideas, you have a culture problem that needs to be adressed.
if the shy person is new, addressing the problem can be as simple as having the new team member do pair programming sessions with everyone on the team, so that they can get to know everyone better, which will make them more comfortable to speak up. maybe their previous job had a bad culture that influenced their behavior.
those pair programming sessions can also help you identify if there are particular people that cause problems by being intimidating in some way to others. sometimes pair programming can even fix those problems, by allowing the two to get to know each other better and learn to respect each other. that doesn't always work though, and care must be taken that the person who is "afraid" to work with the "bully" is not forced to an interaction they are not comfortable with. if the discomfort is that high a more cautious approach is needed. especially if the person afraid is a long term team member.
> if the shy person is new
> if the issue is that the person is afraid to speak up
But that's my whole point: it's not always "fear". I'm talking about character. Personal preference. Or "people/character colors" or "16 personalities" or some other names it had.
Enforcing a strict way to communicate and bashing exceptions (which is my way of phrasing the original comment) will work for some, but will also create an artificial leash for others. I think it's too strict and to generic to try to just implement it by force. Yes, whole team should be available to see details, be able to participate, but why enforce that on such a low level as forbidding 1:1 talks...
From my recent experience, aside of excluding many personalities, it kills a lot of inertia that spontaneous prototyping and brain storming needs.
it can be a deep seating discomfort, that comes from negative experiences to speak up in the past. sometimes it is so deep that they are not even aware of it themselves.
i was that person. i had no friends in school until i entered university. every negative reaction was a setback. fortunately my experience was mixed and i did have positive reactions too. i learned public speaking as a scout leader for example. otherwise i'd be a hermit now.
people like us need more positive experiences. especially when joining a new team. to allow us to slowly change our preference.
and even introverts need to accept that they need to cooperate with others, and that requires sharing their ideas. or they should find a different line of work.
My point was that you should not and can not change other people's personality. You should make sure understand reasons of why others might not embrace same methods. And some advice in this thread ignores that. It's actually a source of frustration for many, not being understood on such basic level, while nothing is wrong with you.
group discussions are a requirement in our industry. if not wanting to talk to people is a mere choice then you should be looking for a job where you don't have to talk to people.
in my understanding, having difficulty or even just discomfort to talk in a group implies trauma. and they deserve any help we can offer. but if there is no trauma and they simply can't be bothered to make an effort to accommodate the group, then why should i make an effort to accommodate them?
See those 16 personalities or character colors tests I referred to. (although I'm not saying these are good, just illustrate well what level of differences I'm speaking of)