We have a very talk-about-what-you-need-to structured 1-on-1, where the managing party does every now and then try to ask about work specific ideas and feelings, but mostly it's a conversation that can be about anything, and can last pretty much any duration.
My conversations are about 70-30 regarding work-nonwork topics, often last between 45 minutes and 90 minutes (but we usually schedule about 60), and for some people is more about personal development and conversational experiments than direct work issues. This is because work 'issues' are almost always handled on-demand, and don't require scheduled meetings as we see them as high priority for the people experiencing the issue(s).
The result so far (pas 1.5 year) has been that team clusters (we cluster about 4 scrum teams for a total of 24 people) work well on a personal and social level which solves the politics and technical communication as a side effect, which works much much better than the other way around (trying to fix social/political issues with technical communication). Out of every 30 people we have about 4 that can't seem to integrate very well, even after a year of trying from both sides, at which point we find a different structure, team or cluster of working. If that doesn't work, the person(s) in question usually aren't comfortable in their position anyway and can get help finding work elsewhere, or try to define a position that suits their needs more while still providing the value we expect contractually (but you get much more technical and contractual at that point which never really works out well).
TL;DR: 1-on-1 talks work best when they are an additional contact point and not the only time you get to review and solve things in work or life.
My conversations are about 70-30 regarding work-nonwork topics, often last between 45 minutes and 90 minutes (but we usually schedule about 60), and for some people is more about personal development and conversational experiments than direct work issues. This is because work 'issues' are almost always handled on-demand, and don't require scheduled meetings as we see them as high priority for the people experiencing the issue(s).
The result so far (pas 1.5 year) has been that team clusters (we cluster about 4 scrum teams for a total of 24 people) work well on a personal and social level which solves the politics and technical communication as a side effect, which works much much better than the other way around (trying to fix social/political issues with technical communication). Out of every 30 people we have about 4 that can't seem to integrate very well, even after a year of trying from both sides, at which point we find a different structure, team or cluster of working. If that doesn't work, the person(s) in question usually aren't comfortable in their position anyway and can get help finding work elsewhere, or try to define a position that suits their needs more while still providing the value we expect contractually (but you get much more technical and contractual at that point which never really works out well).
TL;DR: 1-on-1 talks work best when they are an additional contact point and not the only time you get to review and solve things in work or life.