Hybride und Remote-Meetings gelten als effizient, modern und alternativlos. In der Praxis sind sie jedoch oft überfordernd, schlecht gestaltet und nicht alle nehmen gleichgestellt teil. Nicht, weil die Technik versagt, sondern weil wir akzeptieren, dass Zusammenarbeit unter asymmetrischen Bedingungen stattfindet.
Hybrid and remote meetings are considered efficient, modern, and without alternative. In practice, however, they are often overwhelming, poorly designed, and not everyone participates on equal footing. Not because the technology fails, but because we accept that collaboration takes place under asymmetrical conditions.
Hybrid and remote meetings are part of everyday work. The tech works, the tools are there, the infrastructure is solid. And yet… many meetings feel slow, unclear, and leave people – especially remote participants – unsure of what really happened.
The problem? It’s rarely talked about. Because it touches responsibility, fairness, and leadership – topics that can be uncomfortable.
Hybrid meetings are structurally uneven. On-site participants pick up atmosphere, eye contact, and body language. Remote attendees get a filtered view: cameras, delayed audio, partial reactions. Yet, many decisions happen in these “in-between” signals.
Treating everyone as equal in hybrid meetings is a mistake. This inequality shapes who speaks up, whose ideas count, and what decisions are made. Leadership matters here: someone needs to actively ensure fairness.
Meetings ask too much: listen, respond, present, take notes, track actions – all at once. Multitasking might seem like a skill, but it kills efficiency. Our attention is limited, and meetings rarely respect that.
The solution: relieve mental load. Moderators don’t take notes. Participants focus on listening. Support systems capture, structure, and store content – essential for real participation.
Planning meetings around tools is easy. Planning them around people is harder – but crucial. Clear roles, transparency, and psychological safety allow everyone to participate equally.
The future of meetings isn’t about more tech. It’s about thoughtful design. Conscious hybrid meetings:
Not every topic needs a meeting. Good documentation reduces chat – poor documentation creates more.
Hybrid and remote meetings are here to stay. Efficiency comes not from more meetings or AI experiments, but from better design and communication.
And good design? It always starts with people.
(IT-Markt 01/2026)
Owner, Expert Consultant
Dr. Christopher H. Müller, founder and owner of Ergonomen Usability AG, earned his PhD from the Institute for Hygiene and Applied Physiology at ETH Zurich. With over 22 years of experience, he is an expert in usability and user experience. His strong sense of empathy allows him to quickly understand the needs and perspectives of his clients. With creativity and courage, he supports his clients in their digitalization projects and the optimization of products, services, and processes. He takes a practical approach, developing tailored solutions that can be effectively implemented. Dr. Christopher H. Müller is a columnist for Netzwoche. He also serves as a board member for the Zugang für alle Foundation, and is a member of two Swico advisory boards and co-president of the Regional Conference Nördlich Lägern.
