Meetings or shura are important in any organisation. The importance of shura is stressed in Islam as one of the praiseworthy attributes of a successful believer. This is mentioned in verse 38 of Surah al-Shura to the effect that: “Those who hearken to their Lord, and establish regular prayer, who (conduct) their affairs by mutual consultation; who spend out of what We bestow upon them for sustenance
[are praised]
.”
In a Harvard Business Review article published in 2017, on average employees spend 23 hours a week in meetings or almost 60 percent of their working time. This figure was a substantial increase from less than ten hours in the 1960’s.
In navigating the challenges of the pandemic, technology has made it easier for us to work from home. However, the same technology also binds us to work longer hours. Working from home has resulted in an increase in the number of hours spent on meetings. Meetings that was previously conducted face-to-face have inevitably been replaced with online interaction.
A survey in the United Kingdom found that executives spend about six and a half hours daily in virtual meetings. Another study conducted in 31 countries by Microsoft found that virtual working hours has increased by one hour in most countries.
While meetings are important for organisations, it must be highlighted that virtual meetings have resulted in unwanted “cognitive overload” on the brain as a result of a surge in digital intensity. This is a direct result of being in front of a screen (smart phones, tablets or laptops) for a longer period of time during the pandemic.
This increased digital exposure is a result of executives sending and replying more e-mails than before as well as arranging more online meetings as a substitute to discussions which were normally held informally at the office. The fact is that too many online meetings can be taxing for the brain.
This is highlighted by Dr. Michael Bohan of Microsoft’s Human Factors Engineering Lab, “In real life, our brains aren’t wired to look at flat image of a person on a grid. Brains are wired in the real world, and designed to use body cues, and all this other subtle stuff in order to process and communicate.”
It has also been observed that online meetings have resulted in increased generation of beta waves by the brain. Beta waves are generated when the brain is actively hard at work and engaged in mental activities. The increase of beta waves as a result of online activities such as virtual meetings were associated with increased anxiety and exhaustion.
The longer one stares at the screen, the longer the period of sustained generation of beta waves. After a long period of processing information in front of a screen, focus and productivity are affected. If this situation is not addressed carefully, it can lead to burnout.
In 2019, burnout has been formally recognised by the World Health Organization (WHO) as an “occupational phenomenon” and though it is not classified as a medical condition, it has been included in the 11th Revision of the International Classification of Diseases (ICD-11).
The WHO defines burnout as “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed” and is characterised by “feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and reduced professional efficacy.”
How do we overcome cognitive overload as a result of increased digital exposure and subsequently avoid burnout? This is a challenge that needs to be addressed by both employers and employees.
There are things that can be better communicated using a memo, an e-mail or a telephone call instead of calling for a virtual meeting. Identifying what needs to be communicated in meetings (which requires consultation in decision-making) and what can be communicated using other means (such as assigning tasks or reporting progress) can help reduce the need for meetings.
Also, taking short breaks during virtual meetings can generate alpha waves required to minimise digital intensity, thus reducing beta waves production. Another approach is by shortening meetings into more focused discussions instead of having a potpourri of agenda in one meeting.
However, what is more pertinent is the critical awareness that the pandemic has actually ushered in a new era which necessitates a new working culture. This new working culture requires inculcating new working norms, acquiring new skills and new attitude towards work by having trust or amanah as the core of this new culture.
The reality is that we are already in the Fourth Industrial Revolution, but for many people, our way of thinking is ironically still trapped in the production line mindset of the First Industrial Revolution resulting in an unbalanced life.
Islam acknowledges the importance of maintaining a balanced life. This lesson can be found from a Hadith of Prophet Muhammad. When the Prophet heard that ‘Abdullah bin ‘Amr was fasting every day and performing prayers all night, the Prophet visited the companion and advised him not to do so.
The Prophet said, “Sleep and stand (in prayer); fast and break your fast. For your eyes have a right over you, your body has a right over you, your wife has a right over you, your guest has a right over you, and your friend has a right over you.”
One message from this Hadith is that there is time for work, worship, family and rest. The pandemic unfortunately has blurred the boundaries between work and home when more people are working from home. Therefore, we need to ensure that we are able to fulfil the rights of our workplace without neglecting the rights of our well-being and family.