We absolutely must meet in person
Anders Månsson, Senior Advisor and Nordic Pundit
With the ongoing BIO meeting in Boston, one cannot help but think about the importance of occasional face-to-face meetings in today’s world of superfast and mostly digital communication. In recent years, video calls, instant messaging, and collaborative platforms have all revolutionized the way we connect, collaborate, and conduct business. And of course, the COVID-19 pandemic brought about an unprecedented cultural adoption of remote work and e-meetings. This shift entailed efficiency, flexibility, and the alluring possibility of a work-life balance previously out of reach. Yet, as we navigate this brave new world of non-personal communication, a quiet longing persists: the yearning for face-to-face meetings, for the warmth of human presence, for the subtle but profound connections that only physical proximity can provide.
At first glance, the advantages of digital meetings are undeniable. They eliminate geographical barriers, certainly reduce travel costs, and allow for rapid scheduling. A team spread across continents can convene in seconds, share documents in real time, and easily record their conversations. It seems the digital world has made communication almost frictionless. However, human beings are social animals, evolved over millennia to thrive in groups. Our brains are delicately attuned to the nuances of face-to-face interaction. Nonverbal cues, such as gestures, posture, facial expressions carry more meaning than words alone. It is sometimes suggested that only 7% of communication is verbal, while 93% is nonverbal (body language and tone). In a video call, much of this is lost; the camera frames only a face or upper body, subtle hints are missed, and slight delays in audio and video disrupt the natural rhythm of conversation.
Moreover, mirror neurons, brain cells that fire both when we act and when we observe someone else acting, play a crucial role in empathy and social understanding. When we meet in person, these neurons help us “feel” what others feel, fostering trust and cooperation. In digital settings, this empathic resonance is impaired. The result? Misunderstandings frequently occur, trust is harder to build, and collaboration becomes transactional rather than relational.
Face-to-face meetings are more than just opportunities to exchange information; they are also rituals that reaffirm our shared humanity. Consider the ancient practice of dining together, or the handshake. These rituals signal respect, commitment, and a willingness to be vulnerable. In business, these rituals matter. A handshake seals a deal, perhaps not legally per se, but emotionally. A shared meal can turn competitors into collaborators. The informal conversations before and after a meeting - the jokes, the stories, the shared silences - build the trust that makes teams resilient. These moments are hard to replicate online, where meetings begin and end with the click of a button, and participants vanish as abruptly as they appear.
Of course, technology is not without its wonders. Virtual reality, holograms, and ever-more sophisticated video platforms promise to bridge the gap between physical and digital presence. But for now, the limitations remain. Technical glitches, lag, and the infamous “You’re on mute!” moments disrupt the flow of conversation.
Also, one of the most underrated aspects of face-to-face interaction is serendipity - the chance encounters, the hallway conversations, the ideas sparked by an offhand remark. In the digital world, meetings are scheduled, and agendas are set; there is little room for the unexpected. Yet, many of history’s greatest breakthroughs have emerged from unplanned interactions, scientists chatting over coffee, entrepreneurs meeting at conferences, artists collaborating in studios. It is worth noting that one “gets” and idea! An idea cannot be produced by one’s conscious brain by force. An idea is simply fed into one’s conscience from layers of unharnessed subconscious thought processes. And these thought processes and the ideas they produce are seemingly inspired by serendipity, and the very lack of an agenda, discipline and restraints.
Face-to-face meetings create the conditions for these serendipitous moments. They allow for spontaneity, for the playful exchange of ideas, for the emergence of trust and rapport that cannot be engineered. In a world saturated with digital distractions, face-to-face meetings demand, and reward, our full attention. When we are physically present with others, we are less likely to multitask and to constantly check our phones. We are called to be present, to listen, to engage. This is not just a matter of etiquette; it is a matter of ethics. To give someone your undivided attention is to affirm their worth, and indeed to recognize their humanity.
Is that not a great maxime to bring to every meeting?