Point de vue : � R�unionite� aigu� � et ses rem�des possibles
Point of view: "Acute... Meetingitis" and its possible remedies
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Point de vue : � R�unionite� aigu� � et ses rem�des possibles Point of view: "Acute... Meetingitis" and its possible remedies |
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Point de vue : � R�unionite� aigu� � et ses rem�des possibles � combien de r�unions inutiles avez-vous particip� depuis le d�but de cette ann�e? Quels sont les ingr�dients d�une bonne r�union? Quels sont les talents d�un vrai mod�rateur de r�union et de participant(e)s � agiles �? Connaissez-vous cette sensation int�rieure de flan �nerg�tique d�gonfl� par l�attente interminable avant de livrer sa minuscule partie pendant une r�union qui s��ternise? Exp�rience v�cue : d�but de semaine, r�union hebdomadaire � 10h pr�vue sur 1h30 pour 11 personnes. Je sais d�j� que je parlerai peut-�tre 5 minutes montre en main et que plus d�une 1h de cette r�union m�est quasiment inutile. Chaque minute devient un si�cle. Alors que fais-je ? Comme nous tou(te)s, je mets mon attention auditive en sourdine, je scanne un mot sur cinq et� je traite un email ici et l�, je tente d�optimiser ce temps mort. Avant l��re des ordis portables, je m�ennuyais tellement dans certaines r�unions que je tombais presque en �tat l�thargique, je b�illais � me fatiguer b�tement. De plus, je ne peux m�me pas me plaindre, car cette fa�on approximative de se r�unir existe d�j� depuis des ann�es et elle est pr�sente partout. Nous l�acceptons tou(te)s plus ou moins bien. Complaisance face � la hi�rarchie, complaisance entre nous, perte de temps socialement acceptable, ensemble. Pourtant, la r�union renforce l�esprit d��quipe protesteront d�aucuns. � l��vidence, ceci est d�autant plus n�cessaire en t�l�travail et confinement obligatoires. D�ailleurs, le farniente et � small talk � social sont n�cessaires � tout moment, que ce soit en pr�sence physique ou virtuelle de tou(te)s les acteurs/trices car cela donne le temps n�cessaire � la r�flexion, � la libre association des id�es, � la cr�ativit�. L��poque excessivement virtuelle que nous connaissons ne vient que souligner � gros traits ce ph�nom�ne pr�existant. Car non, nous ne pouvons pas travailler continuellement comme des automates, nous sommes des �tres faits de chair et d�os, nous avons des bonheurs ou des soucis personnels (untel a des soucis avec ses enfants ou partenaire, unetelle vit seule et isol�e, tel/le autre a des dettes, un probl�me d�alcoolisme, de maladie, �). Et non, malgr� l�hypocrite injonction du � sois professionnel [et tais-toi]�, nos soucis ne s�arr�tent pas � la porte du boulot, au contraire, ils nous � travaillent � en parall�le du travail. Oui, nous avons besoin de cr�er du plaisir � �tre ensemble, � coop�rer au travail, quitte � ce que cela passe par le n�cessaire et in�vitable papotage� qui prend �videmment du temps aussi, m�me s�il semble a priori inutile car n�apportant pas des r�sultats � caser dans des tableaux Excel. Pourtant, lorsqu�on ne lui donne pas la place n�cessaire, le bavardage social vient in�luctablement � polluer � les r�unions consacr�es th�oriquement au travail. Peut-�tre que pendant le travail, on pourrait tout d�abord reconna�tre la valeur intrins�que du bavardage social et lui allouer de vrais moments d�expression, b�n�fiques pour la construction de la coh�sion du groupe : lors de vrais �changes informels et libres. Oui, oui, la construction d�une � vraie � �quipe, c�est du travail ! Et puis, n�oublions pas que normalement les r�unions servent � motiver les troupes et � r�soudre des probl�mes. Mais justement, o� se situe le subtil �quilibre entre la n�cessit� et la futilit� d�une r�union ? O� est cette fronti�re fragile qui peut �tre franchie au pas de course et sans crier gare, � tout moment ? Pour ma part je sais qu�une r�union hebdomadaire d�1h30 qui d�borde parfois, pos�e � 10h du matin, au moment o� j�ai le plus d��nergie dans la journ�e, m�emp�chera de me concentrer sur � mes � dossiers essentiels et que ce temps, je devrai le � rattraper � ailleurs. Incontestablement, cette perte de temps socialement accept�e g�n�rera une frustration hebdomadaire, inutile� et parfaitement �vitable. D�o� quelques questions pratiques :
Des recettes existent. Et chacun(e) est libre d�adopter celle qui lui convient le mieux. Examinons par exemple la m�thode TOP (Th�me � Objectif � Plan). Vous en trouverez pl�thore sur Internet, remaniant les mots, approfondissant certains aspects, fouillez avec plaisir!
Bri�vement, TOP se d�clinerait en THEME-OBJECTIF-PLAN. Mais vous pourriez aussi le traduire par les questions pratiques du QUI-QUOI-COMMENT-POURQUOI-QUAND, �quivalent au fameux 5W Anglais : WHO-WHAT-WHY-WHEN-HOW. Voyons la m�thode TOP plus en d�tail :
Ce bref acronyme (TOP) permettrait de rendre les r�unions efficaces en donnant un cadre clair tant en amont que pendant et m�me apr�s la r�union car oui� les r�unions se pr�parent. Par exemple, limiter le nombre de personnes � ceux et celles qui sont vraiment concern�(e)s par le th�me abord�. Ensuite, malgr� la poussi�re accumul�e sur cette expression, � fixer un ordre du jour � semble tout de m�me utile, surtout lorsqu�il est court et comprend: les r�ponses au TOP (th�me-objectif-plan); la liste des participant(e)s ; le lieu virtuel ou r�el de la r�union ; l�horaire et la dur�e de la r�union ; le temps de parole pour chacun ; le r�le de chacun ou la raison de sa pr�sence et si possible le tout envoy� � l�avance � tou(te)s les participant(e)s. De cette mani�re, ils/elles sauront de quoi il retourne. Ah oui, encore un ingr�dient extr�mement important : la dur�e de la r�union, d�termin�e par un d�but et une fin me direz-vous. Oui, tout � fait, avec une dur�e d�1 heure maximum. Puisqu�au bout de 60 minutes, la concentration tend � diminuer. Et m�me si vous n�avez pas abord� tous les sujets anticip�s, peut-�tre qu�une seconde r�union pourrait s�av�rer plus utile que de tirer sur le temps et les nerfs des participant(e)s. Y a-t-il des retardataires ? Inutile de les attendre, sinon vous ne pourrez pas respecter le temps de r�union pr�vu. Rappelons le mod�le de mod�rateur/trice � r�le actif car il/elle devrait non seulement exercer l�art subtil de s�effacer ou de s�imposer habilement dans la discussion afin de la mener l� o� l�int�r�t g�n�ral du groupe / r�union le dicterait mais le/la mod�rateur/trice devrait aussi:
Les participant(e)s mod�les ont tout autant un r�le actif car ils/elles :
Afin de boucler vraiment en beaut� une r�union, le/la mod�rateur/trice ou un(e) des participant(e)s pourrait synth�tiser oralement les �changes et les r�sultats des discussions. Sans oublier l�envoi du compte-rendu � tou(te)s les participant(e)s. Pour r�sumer, une fa�on de se r�unir respectueuse de nous-m�mes inclut les �l�ments suivants : maximum 1h de r�union, limiter au maximum le nombre des invit�(e)s selon le crit�re de leur contribution au sujet, ordre du jour clair, atmosph�re respectueuse, temps de parole court et clairement imparti � chacun(e), r�les agiles et actifs de tou(te)s les participant(e)s, compte-rendu clair et concis r�sumant l�ensemble des id�es et d�cisions prises � envoyer assez rapidement � tou(te)s les participant(e)s. � long terme, si une fa�on de se r�unir respectueuse de nous-m�mes se g�n�ralisait, alors un des maux que nous pensons in�vitables dans notre � faune et flore � de travail � la r�union b�te, longue et inutile � pourrait dispara�tre, et celle-l� sans aucun regret. Elle pourrait all�grement et ad�quatement �tre remplac�e par la r�union de bavardage socialement utile � tout de m�me un peu pr�par�e ou du moins correctement mod�r�e � sur un mode libre, informel et m�me r�gulier car former et souder une �quipe, c�est du travail� d�orf�vre. Imaginez un tel monde. Qu�en pensez-vous, est-il possible ? Articles :5 recettes pour une r�union efficace � Cadre emploi Formation sur EU Learn : Meeting Skills 28/06/2021 |
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Point of view: "Acute... Meetingitis" and its possible remedies How many unnecessary meetings have you attended since the beginning of this year? What is the recipe for a good meeting? What are the talents of a true meeting moderator and of "agile" participants? Do you know that feeling inside of being deflated by the long wait to deliver your tiny part during a long meeting? Real-life experience: beginning of the week, weekly meeting at 10am, scheduled for 1.5 hours for 11 people. I already know that I will speak for maybe 5 minutes, and that more than an hour of this meeting is almost useless to me. Every minute becomes a century. So what do I do? Like all of us, I mute my auditory attention, scan every fifth word and... deal with an email here and there, trying to optimise this dead time. Before the age of laptops, I was so bored in some meetings that I almost fell into a lethargic state, I would yawn and get stupidly tired. Besides, I can't even complain, because this rough way of meeting has been around for years and is everywhere. We all accept it more or less well. Complacency in the face of hierarchy and amongst ourselves, a socially acceptable waste of time... Yet, some would argue that meetings are team building. Obviously, this is all the more necessary when teleworking and confinement are mandatory. Moreover, idleness and social small talk are necessary at all times, both physically and virtually, in the presence of our collegues : this gives the necessary time for reflection, the free association of ideas and creativity. The excessively virtual age we live in only serves to underline this pre-existing phenomenon. Because no, we cannot work continuously like automatons, we are human beings made of flesh and bones, we pursuit our personal happiness or deal with our worries (so-and-so has worries with his or her children or partner, so-and-so lives alone and isolated, so-and-so has debts, a problem with alcoholism, illness, etc.). And no, despite the hypocritical injunction to "be professional [and shut up]", our worries don't stop at the door of work, on the contrary, they "work" on us in parallel to work. Yes, we need to create pleasure in being
together, in cooperating at work, even if it means the necessary and inevitable
chatting... which obviously takes time too, even if it seems a priori useless
because it doesn't bring results to be put in Excel tables. However, when it is
not given the necessary space, social chatter inevitably "pollutes" meetings
that are theoretically devoted to work. Perhaps during work, we could first of
all recognise the intrinsic value of social chatter and allocate it real moments
of expression, beneficial for the construction of group cohesion: during real
informal and free exchanges. Yes, yes, building a "real" team is work! But where exactly is the subtle balance between the necessity and futility of a meeting? Where is the fragile boundary that can be crossed at any time without warning? For my part, I know that a weekly meeting of 1.5 hours, which sometimes overflows, at 10 a.m., when I have the most energy in the day, will prevent me from concentrating on "my" essential files and that I will have to "make up" for this time elsewhere. Unquestionably, this socially accepted waste of time will generate weekly, unnecessary... and perfectly avoidable frustration. Hence some practical questions: ● Does a small team of 11 people have to meet every week? ● What is the concrete role of the moderator / leader / organiser of the meeting? What is the role of the other participants? ● What is the optimal length of a meeting? ● How can team members be "educated" in effective meetings, in short and respectful interventions? ● What concrete tools should be used to help run an effective meeting: the agenda, the limits to be maintained, the follow-up of actions to be carried out by whom, the famous "wrap up" at the end of the meeting, the "minutes"? Recipes for successful meetings exist. And everyone is free to adopt the one that suits them best. Let's take a look at the TOP method (Theme - Objective - Plan). You will find a plethora of them on the Internet, reshaping the words, deepening certain aspects, so look around with pleasure! Briefly, TOP could be translated as THEME-OBJECTIVE-PLAN. But you could also translate it into the practical questions that are equivalent to the famous English 5Ws: WHO-WHAT-WHY-WHEN-HOW.
Let's look at the TOP method in more detail: ● Theme or : what will we talk about during the meeting? ● Purpose or : why do we meet? Is it to find a solution to a problem, to decide, to collect opinions, to inform, etc.? ● Plan or : who talks about what and in what order during the meeting? The topics could be articulated, if possible, intelligently. And, above all, by defining the speaking time for each person. Because those who give us details of their breakfast have a way of annoying others who have formulated their succinct message well in advance and are anxious to deliver it so that they can have peace of mind. Don't get me wrong, these interludes of oral relaxation are absolutely necessary, if only to fill in the silences that become embarrassing after a few minutes or to revive - with unpredictable curves - discussions when they reach a dead end or a delicate point. This short acronym (TOP) would make meetings effective by providing a clear framework before, during and even after the meeting - because yes... meetings are prepared. For example, limit the number of people to those who are really concerned by the topic. Secondly, despite the dust that has accumulated on this expression, "setting an agenda" still seems useful, especially when it is short and includes: the answers to the TOP (theme-objective-plan); the list of participants; the virtual or real place of the meeting; the time and duration of the meeting; the speaking time for each person; the role of each person or the reason for his/her presence and if possible all of this sent in advance to all participants. This way they will know what the meeting is about. Oh yes, another extremely important ingredient : the duration of the meeting, determined by a clear beginning and end. Yes, that's right, with a maximum duration of 1 hour... because after 60 minutes, concentration tends to wane. And even if you haven't covered all the anticipated topics, perhaps a second meeting might be more useful than stretching the participants' time and nerves. Are there any latecomers? There is no need to wait for them, otherwise you will not be able to keep to the scheduled meeting time. Recall the model of the active moderator as he/she should not only exercise the subtle art of stepping aside or skilfully imposing him/herself in the discussion in order to lead it where the general interest of the group/meeting would dictate, but the moderator should also: ● introduce the meeting and thereby create an atmosphere conducive to exchanges, i.e. a pleasant atmosphere, respectful of each other, based on trust, etc; ● skilfully step back to invite all speakers in turn to speak and to get to the point, while reminding them of the time allocated to each; ● be the guardian of time (and the agenda) and politely, gently - but firmly - bring the discussion back to the topic at hand as soon as a deviation is noticed; ● summarise the discussions and recall the decisions taken or the follow-up to be done on the topics discussed;
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take notes in order to
systematically create a trace in the collective memory, in other words the good
old minutes in the form of text, mind-map... or a bird artistically drawn by the
concepts formulated. The model participants have an active role as well because they : ● read the agenda ● prepare their topics in advance ● arrive on time ● respect their short speaking time by getting to the point ● contribute to the agile play of interactions. In order to bring a meeting to a close, the moderator or one of the participants could orally summarise the exchanges and the results of the discussions. The minutes could also be sent to all participants. To sum up, a self-respecting way of meeting includes the following elements: maximum 1 hour meeting, limiting the number of guests to a maximum according to their contribution to the topic, clear agenda, respectful atmosphere, short and clearly allocated speaking time for everyone, agile and active roles for all participants, clear and concise minutes summarising all ideas and decisions taken to be sent to all participants in a timely manner. In the long run, if a self-respecting way of meeting were to become widespread, then one of the evils we think is inevitable in our working 'wildlife' - the silly, time-consuming and pointless meeting - might disappear, and that one without regret. It could happily and appropriately be replaced by the socially useful chat meeting - still somewhat prepared or at least properly moderated - in a free, informal and even regular mode, because forming and bonding a team is a job for... a goldsmith. Imagine such a world. What do you think, is it possible?
Articles : 5 recipes for an effective meeting - Cadre emploi Training on EU Learn : Meeting Skills
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