Quand j’ai écrit cet article en avril 2020, je voulais expliquer simplement les phases du déconfinement avec mes sketchnotes, et décrire sur une ligne du temps comment la Belgique en était arrivée à devoir confiner sa population pour contrer la pandémie du COVID-19. Comme tout le monde, j’avais alors l’espoir qu’avec la fin du déconfinement prévu pour septembre 2020, on en aurait fini avec cette période. Le cours des événements a été fort différent et j’ai été contraint de mettre à jour ma ligne du temps.
23/10/2020: Je dois mettre le titre de cet article au pluriel car la Belgique est maintenant touchée par une deuxième vague importante de cas COVID-19. Des mesures à nouveau strictes remettent le pays dans une situation similaire au premier confinement, après une phase de déconfinement et… de relachement.
27/07/2020: Après les phases de déconfinement compliquées à comprendre mais qui ont donné de l’espoir, la Belgique durci ses mesures en raison de l’augmentation inquiétante du nombre de cas de Covid19.
24/04/2020 (article original):
Le 24 avril, le gouvernement belge annonce sa stratégie de sortie de crise coronavirus. Le temps du confinement dû à la pandémie touche à sa fin, ou pour le moins c’est que l’on espère. Le conditionnel reste toujours de mise car comme l’a dit Madame Sophie Wilmes, première ministre, lors de sa conférence de presse: “
“Le déconfinement est une opération jamais réalisée dans l’histoire de notre pays et dépend de l’évolution de la situation sanitaire et se base sur des hypothèses et des prévisions. […] Rien n’est gravé dans le marbre et certainement pas les échéances.” Les faits lui ont malheureusement donné raison.
Le moins que l’on puisse dire c’est que le déroulement de la sortie de crise annoncée en 4 phases apparait compliqué et peu clair. Comme quoi, la communication de crise est une tâche très difficile. Pour mieux m’y retrouver, j’ai visualisé sur une ligne du temps les différentes phases de sortie, avec ce qui s’était passé depuis le début de la crise (et les événéments qui ont suivi). J’ai ajouté quelques sketchnotes persos sur la ligne du temps pour faciliter la compréhension de ce qui est à nouveau autorisé, ou interdit.
Ligne du temps de la crise du coronavirus/COVID-19 en Belgique
On 24 April 2020, I attended an interesting online session by Rafael Höhr on “Applications to create graphics in newsrooms“.
Although the title was explicit, we were going to talk about tools to create graphics, I cannot help thinking that tools are not the most important part in the process of creating graphics. Rafael explained this very well during the session and despite everything we spent (too much) time on tools.
The process of creating graphics should follow this order:
First, create a story! A story around the questions you want to answer, around what you want to show, around the 5Ws
Link your story to skills. Surround yourself with a multi-skilled team that will help you analyze, edit, interpret, tell, graph, animate your data.
At the end only, choose the tool (s) best suited to your needs
My sketchnotes of Rafael’s online session:
Thanks to my colleagues in the EU Publications Office for organising the online session.
Being forced to work from home due to the coronavirus pandemic brought a lot of uncertainty, fear, big changes to our lives. Teleworking mindfully makes possible to live it better! This is the main message of an online session organised by my colleagues from the EC HR department.
Their presentation is based on the work of two extremely inspiring and inspired persons: the master of mindfulness, Jon Kabat-Zinn, and Elisabeth Kübler-Ross who described five stages of grief. (it fills me with joy to see how “we” rediscover the Elisabeth’s work during this coronavirus crisis).
There are articles that teach you things about yourself and others that explain the thoughts that you have confused in your mind. Scott Berinato’s interview with grief expert David Kessler in the Harvard Business Review (HBR) brought me both things.
Although like everyone else, I can feel anger or sadness during this global coronavirus pandemic, I feel deep inside me the need to stay as much as possible in the present moment. And surely avoid projecting myself into an improbable future due to the current uncertainty. “Anticipatory grief is also more broadly imagined futures” as David says.
David Kessler tells us how to behave to deal with grief during these exceptional times:
Find balance in the things you’re thinking: best images and worst scenarios
Let go what you can’t control
Focus on what is in your control
Breath
Stock up on compassion
Feel your feelings and they move through you
Let yourself feel the grief and keep going
Realise that nothing you’ve anticipated has happened
Think about what you feel
Name what’s inside of you
Name this a grief. “There is something powerful about naming this as grief” Kessler says.
The practice of meditation or mindfulness can greatly help us “To calm yourself, you want to come into the present.”.
David also talks about the sixth stage to grief that come after the Elisabeth Kübler-Ross’ classic five stages (denial, anger, bargaining, sadness, acceptance): meaning. He concludes by:
To be better prepared for work in the time of coronavirus, I attended a webinar on “Team dynamics during a crisis” organised by Obhi Chatterjee and Julie Guegan. Some 480 colleagues from the European Commission were connected to the webinar, of which two thirds remotely from home (like me).
To guarantee and nurture the dynamics of a team that is forced to work remotely because of a crisis, a leader should focus on 3 points:
ensure good performance
boost the morale
strengthen the relationship
In a nutshell, we should use more our soft skills to engage our coworkers, take care of others, use our rationale brain, be creative, be clear on expectations without doing micromanagement, be transparent and share everything, focus on one thing at a time. As said by Julie, “the coronavirus crisis is an opportunity for a shift in attitudeat work”. To become more empathetic and resilient, to show ourselves vulnerable, to express emotions, to admit that we don’t know, to build trust, even more trust in your team.
I would like to know what you think about it. You can share your thoughts, comments, experience here below or join the discussion on Linkedin (where I first published this post).
Facilitating emergent group processes requires a different kind of facilitation. When you’re not working towards a pre-determined outcome, following a pre-designed agenda, the following principles are helpful to keep in mind.
Sonja’s tips resonate with my humble little experience as facilitator of this kind of processes. She has the merit of having expressed them clearly in black on white. This is invaluable help for all practitioners who are still on their learning journey like me.
I highly recommend the Sonja’s article if you are a facilitator too, of emergent processes or not. In order to give you an overview of what it contains, here are my visual notes of it:
In this post, I explain what is a visual thinker and the benefits of using the visual approach for individuals, groups and managers. Originally, it was a document that I shared with my superiors and colleagues to help them better understand. Then I thought that everyone could benefit from it.
What do I mean by visual thinker?
As a visual thinker, I use a visual approach mainly during live events to allow you and your participants to anchor information, find patterns, make your ideas visible, establish connections and relationships between your ideas, and to ultimately make sense out of chaos or complexity. It also activates the emotional intelligence of people, not just the rational one. It consists mainly of combining hand-made graphic elements with texts and visual metaphors. Different techniques allow me to meet different needs and obtain different results.
What are my visual techniques?
Graphic Facilitation and Graphic Co-creation
I use Graphic Facilitation and Graphic Co-creation as thinking tools for better discussions due to a different meeting setup. Both help people to find solutions, to innovate, to brainstorm, to reach consensus, to make decisions. Compared to the other techniques described below, the level of involvement of participants is high to very high in these two first techniques.
Example where researchers have had difficulty to agree on what is the meaning of “innovation”. Thanks to the visual elements they created with me on the paper they were able to “see” this difficulty. This awareness allowed them to redirect their discussion in a more constructive and clear way:
Example of using a hand-made visual template (also called canvas or harvesting sheet) to put participants in a different mental state and mood, conducive to better conversations and exchanges:
I use Graphic Recording to visually capture live the main message of conferences, meetings, or training. This helps participants to “see” their thoughts, to consider the topic being presented and discussed from another angle, and to better retain information and learning. Depending on the circumstances, I work on a large mural or on flip-charts.
The use of sketchnotes is quite similar to graphic recording in the sense that I also visually capture live what happens during an event. The difference lies in the paper size which is that of my notebook. Here participants don’t see my visuals directly (unless a camera projects my work on a big screen). I also use sketchnotes on many other occasions “just for me”, at work and at home. Whether it’s to organise my thoughts, to sketch a work planning or a process, for a to-do list or a grocery list, to plan my vacation, etc. Anyone can benefit from the practice of sketchnotes, and I guide those who wish during small learning sessions.
Visual communication
I use Visual Communication with hand-drawn illustrations to attract people’s attention incredibly. It gives more impact to your message, which is better understood and memorised by your audience. This is the technique with the lowest involvement level of the participants.
Example of visual communication with the story of the EC’s DG HR represented as a river. The handmade visual supported the Director-General’s speech and captured the attention of her audience.
Visuals as a Working tool
On a smaller scale, I use visuals in my daily routine as a working tool to offer more efficiency to my colleagues. It helps to clearly represent complex processes, workflows, etc; to capture, modelize and structure association of ideas, also for problem solving and project management.
What are the benefits of visual thinking?
I’m not going to review the benefits that neuroscience has long proven with hand-drawn visuals. I will simply mention the benefits that come from my direct and personal experience.
Benefits for an individual (at least for me)
I grasp complexity better than reading a linear text
It stimulates my imagination and creativity
It helps me better retain information and learning
I am more present and focused
It’s a pathway to heightened my self-awareness, my understanding of others, and have a deeper connection with the world around me. It opens my mind to other perspectives
It’s a source of well-being and a meditation channel
I have more fun working on serious, tedious, complex topics
Benefits for a group or a team
Visual thinking brings a new energy to the room that boosts collaboration and engagement (people realise this is not an ordinary event)
The large format graphic helps participants to work together more
effectively because:
they can “see” their ideas and what others are saying too
everyone can contribute, feel heard
the process and its progress is visible
The large format graphic creates also a neutral space that encourages
the debate about ideas while it reduces interpersonal conflicts
It helps the participants stay focused on the discussion (less distracted)
An individual can isolate himself from the group and
think in front of the large format graphic
It brings more clarity and less ambiguity
It generates collective and emotional intelligence by unlocking collective creativity
It improves collective understanding of concepts and sharing of agreements. The group can get on the same page
It transcends language barriers, eases conflicts, and dispels misunderstandings
It allows to achieve emotional and deeply relevant results
The meeting report is created on the go.
It will hold the participants accountable for what they have said and
decided
It will help them to remember and share their work with others
Benefits for managers and the organisation
Visual thinking is a powerful and effective tool
It gives the image of a modern and positive leadership
It contributes to better decision making and better shared decision making, both achieved much more effectively
It enables to tap into the collective, creative and emotional intelligences of a group in order to:
Deal with complex issues
Collect information to make informed decisions
Meetings are with fewer interpersonal conflicts and more debate about ideas
It leads to greater buy-in for visions, strategies, actions plans, decisions; to better commitment to these and better appropriation for a sustainable change
It generates greater accountability for what is said and decided
It denotes a transparent communication
It materialises the recognition to individual contributions and group consensus
It leads to more motivated teams
It brings fun into otherwise boring jobs, tasks, and meetings
Some years ago, Robert Madelin was appointed Director-General of DG INFSO and he requested major changes in the way the DG ran its intranet. To explain to him that we didn’t have enough time to apply all of them, given our available resources, I made our case to him with a quickly sketched story on paper, instead of a Powerpoint and Excel figures. Robert accepted our proposition because I was disruptive. I approached him with unconventional thinking. When I went to his office with a drawing, he said, ‘Oh my God, what is that?’ And when he looked closely, it helped him think differently about the problem. This for me was the opportunity to make my case and he accepted my explanation.
