Work Table

Being interrupted while thinking

In many work situations, taking time to think is necessary.
It is part of doing things properly: understanding the situation, weighing constraints, choosing words.

In reality, this time is often interrupted.

This table starts from that ordinary situation:
being interrupted while trying to concentrate, decide, or make sense of something at work.

You describe how interruptions happen in their daily professional life:
during meetings, in open offices, through urgency, expectations, or habits of speaking quickly.

You talk about what changes when thinking time is cut short:
decisions made too fast, ideas left unfinished, fatigue, irritation, or withdrawal.

Explaining something that seems obvious to you

There are moments when you speak about something that feels simple, almost normal to you.
You choose your words carefully, you think you are being precise — and yet you notice, little by little, that it does not land.

Not because the others are inattentive.
Not because they are incapable.
But because what feels obvious to you was built slowly, over time, through experience, habit, context — things that were never said aloud.

Often, you realise this too late.
In the middle of a sentence.
In the silence that follows.
In the polite nod that does not mean understanding.

This table is about those moments.

Not to practise explaining better.
Not to correct language, logic, or structure.
But to notice what actually happens when clarity exists for one person and not yet for another.

You bring situations you remember:
a meeting, a conversation, a task, a decision —
a moment where they suddenly felt out of sync.

Others listen.
They recognise the pause, the slight tension, the feeling of having gone too fast or assumed too much.

There is no pressure to explain well here.
No need to finish the thought.
Sometimes stopping is enough.

Often at work, decisions are taken before everything is known.
Not because people are careless, but because waiting is sometimes impossible.

Information is incomplete.
The situation is moving.
Others are expecting an answer.

This table is a conversation about those moments.

Not to improve decision-making techniques.
Not to evaluate competence.
But to speak about what it feels like to decide anyway—and to live with that decision afterward.

People speak only from situations they recognise.
There is no advice, no judgement, and no expectation to conclude.

Saying yes when you’re not entirely convinced

There are moments when we say yes without really knowing.
Not because we agree, but because the situation moves faster than our certainty.

It can come from urgency.
From hierarchy.
From the feeling that refusing would create more trouble than accepting.

Often, nothing dramatic happens.
But something small is put aside: a doubt, a hesitation, a quiet reservation.

This table looks at those moments.
Without reproach.
Without advice.

People do not explain themselves.
They recognise situations they have already lived.

When expectations are not said clearly

In many workplaces, expectations remain half-spoken.
Not hidden on purpose—just assumed, implied, or postponed.

This often creates a particular discomfort.
People continue working, being careful, trying to read between the lines.
They don’t want to push.
They don’t want to make a scene.
So they adapt quietly.

Over time, this produces tension that is hard to name:
the feeling of never quite doing the right thing,
of discovering too late that something else was expected,
of being judged on rules that were never clearly laid out.

This conversation starts from those moments.
Not from conflict, but from unease.
From situations where everyone is serious, competent, and well-intentioned—
yet slightly out of step.

We talk about how this unfolds in everyday work:
the silences,
the restrained comments,
the small adjustments people make to protect themselves or others.

When meetings go in circles 

Many meetings are necessary.
Everyone knows it.
Everyone accepts it.

And then there are those where people speak, again and again,
without anything really shifting.

The same words come back.
The same careful phrasing.
The same silences too.

You can feel that something is stuck,
but no one wants to push.

This table is a conversation about those moments.
Not to propose solutions.
Not to improve anything.

Just to say what people notice when a discussion stalls.
What it does to those in the room.
What they keep to themselves.

When meetings go in circles

Many meetings are necessary.
Everyone knows it.
Everyone accepts it.

And then there are those where people speak, again and again,
without anything really shifting.

The same words come back.
The same careful phrasing.
The same silences too.

You can feel that something is stuck,
but no one wants to push.

This table is a conversation about those moments.
Not to propose solutions.
Not to improve anything.

Just to say what people notice when a discussion stalls.
What it does to those in the room.
What they keep to themselves.