NVC at Work: 7 Techniques for More Effective Meetings
Do you leave two-hour meetings feeling like nothing was accomplished? You're not alone. According to a Harvard Business Review study, 71% of executives consider their meetings unproductive. What if Nonviolent Communication could change that?
NVC, developed by Marshall Rosenberg, offers concrete tools to transform these often dreaded moments into spaces of authentic collaboration.
Table of Contents
- Prepare the emotional ground
- The empathic speaking turn technique
- Reflect before responding
- Distinguish facts from interpretations
- Express disagreements without hurting
- Transform complaints into requests
- Close with intention
1. Prepare the Emotional Ground
Before even starting, take 2 minutes for an emotional "check-in." Each participant shares in one sentence how they're arriving at this meeting.
Conseil
Example of NVC check-in: "I'm happy to be here, I'm eager to move forward on this project." "I'm feeling a bit tense, I have a lot of deadlines this week."
This simple practice allows you to:
- Create human connection before work
- Identify potential tensions
- Adjust the pace if necessary
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2. The Empathic Speaking Turn Technique
Instead of letting the loudest voices dominate, establish a structured speaking turn where everyone can express themselves without interruption.
Important
NVC speaking turn rules: Everyone has 2-3 minutes to express themselves No interruption, even to "help" The facilitator reflects before moving to the next person Reactions come after everyone has spoken
This method ensures that introverted or less assertive people can fully contribute.
3. Reflect Before Responding
Before giving your point of view, reflect back what you understood from the other person. This is the key to empathic listening in meetings.
Exemple de dialogue
Colleague : "This project is going nowhere, nobody knows what they're doing!" NVC reflection : "If I understand correctly, you're feeling frustrated because you need more clarity about everyone's roles?" Colleague : "Exactly! I don't even know who validates what."
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4. Distinguish Facts from Interpretations
In meetings, conflicts often arise from confusion between observations and judgments. Learn to distinguish between the two.
Attention
Interpretations that create tension: "Marketing never does their work on time" "The technical team blocks everything" "Peter isn't invested in this project"
Conseil
Factual observations: "Marketing deliverables for the last 3 weeks arrived after the deadline" "The technical request has been pending for 5 days" "Peter didn't participate in the last 2 meetings"
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5. Express Disagreements Without Hurting
Disagreement is healthy and necessary. NVC allows you to express it without attacking.
Formulation OSBD
Structure for expressing disagreement: O : "When I hear the proposal to postpone the launch by a month..." F : "I feel concerned" N : "Because I need reliability towards our clients" R : "Could we explore other options before deciding?"
This formulation clearly expresses your position while remaining open to dialogue.
6. Transform Complaints into Requests
Meetings are often where frustrations are expressed. Transform them into actionable requests.
| Complaint | NVC Request |
|---|---|
| "We never get information on time" | "Would it be possible to have a weekly recap on Monday?" |
| "Nobody reads my emails" | "Can you confirm receipt by tomorrow?" |
| "Decisions change all the time" | "Can we formalize decisions in a shared summary?" |
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7. Close with Intention
End each meeting with a quick round table: "What are you taking away?"
Exercice pratique
NVC closing questions: How do you feel about what was decided? Is there an unexpressed need you'd like to share? What is your next concrete action?
Key Takeaways
Besoin identifié
Productive meetings respond to fundamental needs: Efficiency : making concrete progress Contribution : being heard and valued Clarity : knowing who does what Connection : feeling part of a team
NVC in meetings is about creating conditions for these needs to be met for all participants.
Going Further
What technique will you try in your next meeting?