On a new project one team member is silent in meetings but sends detailed, helpful suggestions by email afterwards. How should the project manager coach the team?

The best approach is to encourage team members to speak freely during meetings. This directly addresses the observed behavior by creating a safe and inclusive environment where all voices are valued in real-time. The team member's detailed emails indicate they have valuable input, but a barrier exists to sharing it synchronously. Reminding the team to follow the team charter is too general; while the charter might cover communication, it doesn't specifically address the underlying issue of a team member's reluctance to speak up. Arranging a team-building activity might foster camaraderie but won't necessarily resolve the specific communication dynamic during meetings. Reviewing the communications management plan is also too broad and unlikely to solve the psychological barrier preventing the team member from speaking up.