Podcasts about la gr

Alors que Laurent Ruquier était prêt à dévoiler une anecdote croustillante, il s'est finalement rétracté. Décéption pour les Grosses Têtes qui décident de boycotter l'émission tant que la nouvelle n'aura pas été dévoilée... Retrouvez tous les jours le meilleur des Grosses Têtes en podcast sur RTL.fr et l'application RTLDistribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

durée : 00:54:33 - Les informés de franceinfo - Tous les jours, les informés débattent de l'actualité, ce vendredi 23 mai, autour de Victor Matet.

Chris Minh Doky is a world-renowned bassist, bandleader, and composer celebrated for his melodic solos and deeply funky bass lines. His rich sound, innovative approach, and pioneering work with the electric upright bass have earned him global recognition. He is also a course creator for Discover Double Bass and has performed with iconic artists and bands including the Michael Brecker Quartet, Brecker Brothers, Toots Thielemans, David Sanborn, Biréli Lagrène, Keith Carlock, Dennis Chambers, Michel Camilo, and the Mike Stern Band. We dig into Chris's jazz and funk influences, how he discovered double bass, touring life, the Yamaha silent bass, and much more. Enjoy, and be sure to follow along with Chris on his website, Instagram, and Spotify!   Subscribe to the podcast to get these interviews delivered to you automatically!   Connect with us all things double bass double bass merch double bass sheet music   Thank you to our sponsor! Upton Bass - From Grammy Award winners and Philharmonic players like ME Max Zeugner of the New York Philharmonic, each Upton Bass is crafted with precision in Connecticut, USA, and built to last for generations.  Discover your perfect bass with Upton Bass today! theme music by Eric Hochberg

Chaque jour, les correspondants d'Europe 1 font le tour de l'actualité internationale.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Au menu de la troisième heure des GG du mardi 20 mai 2025 : "Transports sanitaires, taxis en colère... la grève continue" avec Barbara Lefebvre, professeur d'histoire-géographie, Mourad Boudjellal, éditeur de BD, et Jean-Loup Bonnamy, prof de philo.

Chaque jour, les correspondants d'Europe 1 font le tour de l'actualité internationale.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

durée : 00:03:39 - Le travail dans les vignes à Crouseilles après la grêle

Au programme : Comment se faire indemniser en cas de dégâts automobiles causés par la grêle ? / Une voiture électrique est-elle moins chère à entretenir qu'une voiture thermique ?

Chaque jour, les correspondants d'Europe 1 font le tour de l'actualité internationale.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Chaque jour, les correspondants d'Europe 1 font le tour de l'actualité internationale.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

durée : 00:03:51 - Une taille en urgence pour limiter les dégats de la grêle sur les vignes du Madiran

Après avoir rendu visite à une dizaine de communautés monastiques d'aujourd'hui et en réfléchissant sur les traditions d'organisation vieilles de plus d'un millénaire qu'elles perpétuent encore, l'invité de ce nouvel épisode d'"On s'autorise à penser", Timothée de Rauglaudre, a écrit un reportage qui est aussi un essai de philosophie politique sur des formes de vie sociale alternatives au néolibéralisme : La Grâce politique du monastère. Une utopie pour notre temps. Discussion avec Julien Théry.▶ Soutenez Le Média :

Jeudi 4 avril 2024, la CGT appelle à une grève massive du personnel de la RATP sur la question des rémunérations annuelles et des primes JO Paris 2024. Si la France est connue pour être le pays de la grève dans le monde, c'est parce que les deux partagent une histoire commune très particulière. Il n'y a pas de date précise concernant la première grève française. Cependant, les premiers signes de rassemblements contestataires apparaissent pendant la Révolution française. La famine et les mauvaises récoltes poussent les ouvriers et les agriculteurs à arrêter de travailler pour se révolter contre la monarchie à Paris en 1789. Mais l'économie étant affectée à cause du blocage du pays, une loi est alors adoptée en 1791 par le député Le Chapelier pour interdire les rassemblements. De quand date la première grève en France ? Pourquoi est-elle si protégée ? Qu'ont-elles permis d'accomplir ? Écoutez la suite de cet épisode de "Maintenant vous savez". Un podcast Bababam Originals, écrit et réalisé par Samuel Lumbroso. Première diffusion : 20 janvier 2023 À écouter aussi : ⁠Qu'est-ce que le bug de l'an 2038 ?⁠ ⁠Quelles sont les trois astuces pour suivre l'actualité en protégeant sa santé mentale ?⁠ ⁠Qu'est-ce qu'un influvoleur, ce terme inventé par le rappeur Booba ?⁠ Retrouvez tous les épisodes de ⁠"Maintenant vous savez".⁠ Suivez Bababam sur ⁠Instagram⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

Tous les matins après le journal de 8h30, Emmanuelle Ducros dévoile aux auditeurs son «Voyage en absurdie», du lundi au jeudi.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Tous les matins après le journal de 8h30, Emmanuelle Ducros dévoile aux auditeurs son «Voyage en absurdie», du lundi au jeudi.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Martin appelle un syndicat du rail pour se faire rembourser une amende qu'il a eu pendant une grève des contrôleurs

Martin appelle un syndicat du rail pour se faire rembourser une amende qu'il a eu pendant une grève des contrôleurs

durée : 00:06:11 - Didier Guibert, conducteur TGV représentant Sud Rail - 90% des trains circuleront pendant ce week-end du 8-mai, selon le PDG de la SNCF, en pleine grève, plutôt 85% dans la région des Pays de la Loire. "La mobilisation est moins forte que ce que l'on pensait", selon Didier Guibert, conducteur de TGV et représentant Sud-Rail.

On rentre dans une semaine rythmée par des perturbations à la SNCF. L'occasion pour Florian Gazan de vous expliquer pourquoi la toute première grève des cheminots s'est appelée la grève de la thune... Dans "Ah Ouais ?", Florian Gazan répond en une minute chrono à toutes les questions essentielles, existentielles, parfois complètement absurdes, qui vous traversent la tête.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

C'est la Question du jour du Figaro !Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

À 22h, Alice Darfeuille fait le tour des images marquantes et des déclarations fortes de la journée. Du lundi au jeudi, Alice jusqu'à minuit fait vivre l'info du soir avec chroniqueurs, invités et éditorialistes.

Romains 5:20 Là où le péché a abondé, La Grâce a surabondé   Extrait du Poème Patmos de F. Olderlin Là ou croit le péril, croit aussi ce qui sauve !      

C'est la Question du jour du Figaro !Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Þriðjudagur 29. apríl Blaðamenn, gervigreind, Trump, Hafró, bólusetningar og pílagrímar Sigríður Dögg Auðunsdóttir formaður Blaðamannafélagsins ræðir harða gagnrýni á rekstur félagsins og veika stöðu blaðamennsku. Pólitísk afskipti af fréttamennsku, fjölmiðlastyrkir og fleira verður til umræðu í samtali hennar við Björn Þorláksson. Þórhallur Magnússon, rannsóknarprófessor og tónlistarmaður, sérfræðingur í skapandi gervigreindarfræðum, ræðir við Oddnýju Eir um hver muni eiga og stjórna gervigreindinni. Haraldur Sigurðsson jarðfræðingur hefur búið í Bandaríkjunum í rúma hálfa öld. Gunnar Smári hringir í hann og spyr hvernig honum líði í ríki Trump. Jón Kristjánsson fiskifræðingur hefur aldrei verið skeptískari á fiskveiðistjórnun og gengur svo langt að tala um hryðjuverk í því samhengi. Björn Þorláks ræðir við hann um stofna sem éta sjálfa sig og meint úrræða- og þjónustuleysi Hafró. Kristjana Hrönn Ásbjörnsdóttir, faraldsfræðingur við Háskóla Íslands, ræðir um bólusetningar og helstu áskoranir og deilur þeim tengdar við Oddnýju Eir. Ólafur Ingólfsson jarðfræðingur hefur gefið út bók um andlega vakningu sem hann varð fyrir þegar hann fór í ansi langan göngutúr. Einelti á vinnustað leiddi til þess að hann gekk 2.200 kílómetra.

Toujours accompagnée de Rémy Barret et sa bande, Estelle Denis s'invite à la table des français pour traiter des sujets qui font leur quotidien. Société, conso, actualité, débats, coup de gueule, coups de cœurs, sexo… En simultané sur RMC Story.

Chaque jour, retrouvez le journal de 19h de la rédaction d'Europe 1 pour faire le tour de l'actu.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Chaque jour, retrouvez le journal de 19h de la rédaction d'Europe 1 pour faire le tour de l'actu.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Chaque jour, retrouvez le journal de 19h de la rédaction d'Europe 1 pour faire le tour de l'actu.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Aujourd'hui, Flora Ghebali, Charles Consigny et Emmanuel de Villiers débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.

Ecoutez L'oeil de Philippe Caverivière du 21 avril 2025.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Ecoutez L'oeil de Philippe Caverivière du 21 avril 2025.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Avec : Périco Legasse, journaliste. Juliette Briens, journaliste à L'Incorrect. Et Jean-Philippe Doux, journaliste et libraire. Après le succès d'audience rencontré cette année, Rémy Barret repart pour une nouvelle saison. Toujours accompagnée de Paul Lahcene et sa bande, Rémy Barret s'invite à la table des français pour traiter des sujets qui font leur quotidien. Société, conso, actualité, débats, coup de gueule, coups de cœurs… En simultané sur RMC Story.

Revue de presse internationale sur les sujets du jour en Grèce, en Égypte et en Espagne, notamment sur les accords de défense, les investissements économiques et les projets de transports publics.Notre équipe a utilisé un outil d'Intelligence artificielle via les technologies d'Audiomeans© pour accompagner la création de ce contenu écrit.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pascal Praud revient pendant deux heures, sans concession, sur tous les sujets qui font l'actualité. Vous voulez réagir ? Appelez-le 01.80.20.39.21 (numéro non surtaxé) ou rendez-vous sur les réseaux sociaux d'Europe 1 pour livrer votre opinion et débattre sur grandes thématiques développées dans l'émission du jour.Vous voulez réagir ? Appelez-le 01.80.20.39.21 (numéro non surtaxé) ou rendez-vous sur les réseaux sociaux d'Europe 1 pour livrer votre opinion et débattre sur grandes thématiques développées dans l'émission du jour.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

La pareja colombiana, se conoció en Melbourne hace años, comenzó un podcast como hobby y hoy son empresarios de éxito con más de un millón de seguidores.

Chaque matin, dans Culture Médias, Julien Pichené fait le point sur l'actualité des médias. Aujourd'hui, retour sur la semaine de la presse et des médias et l'appel à la grève des syndicats de France Télévisions.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Chaque matin, dans Culture Médias, Julien Pichené fait le point sur l'actualité des médias. Aujourd'hui, retour sur la semaine de la presse et des médias et l'appel à la grève des syndicats de France Télévisions.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Conversamos con Aleja y La Grúa una pareja de colombianos que iniciaron un proyecto de podcast en Australia, por diversión, y que luego de vuelta en su país, se convirtió en un éxito viral. Ahora, vuelven a Australia de gira con su show. También te traemos algunas reacciones al presupuesto federal presentado por el gobierno laborista, y en deportes hablamos del amistoso que jugarán las Matildas contra la selección argentina en Australia, y sobre los resultados del Abierto de Miami, entre otras noticias.

Céline Géraud, accompagnée de la rédaction d'Europe 1, propose chaque midi un point complet sur l'actualité suivi de débats entre invités et auditeurs.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

La grève, encore un bon moyen de pression ? Merci pour votre écoute N'hésistez pas à vous abonner également aux podcasts des séquences phares de Matin Première: L'Invité Politique : https://audmns.com/LNCogwPL'édito politique « Les Coulisses du Pouvoir » : https://audmns.com/vXWPcqxL'humour de Matin Première : https://audmns.com/tbdbwoQRetrouvez tous les contenus de la RTBF sur notre plateforme Auvio.be Retrouvez également notre offre info ci-dessous : Le Monde en Direct : https://audmns.com/TkxEWMELes Clés : https://audmns.com/DvbCVrHLe Tournant : https://audmns.com/moqIRoC5 Minutes pour Comprendre : https://audmns.com/dHiHssrEt si vous avez apprécié ce podcast, n'hésitez pas à nous donner des étoiles ou des commentaires, cela nous aide à le faire connaître plus largement. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Céline Géraud, accompagnée de la rédaction d'Europe 1, propose chaque midi un point complet sur l'actualité suivi de débats entre invités et auditeurs.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Aujourd'hui, Barbara Lefebvre, Didier Giraud et Bruno Poncet débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.

Les prochaines vacances scolaires et les ponts du mois de mai vont-ils se transformer en cauchemar avec des menaces de grèves à la SNCF ? Le préavis déposé par le syndicat SUD-Rail est très large. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

La Grèce a connu une vague de chaleur record en mars, suivie de chutes de neige inattendues, perturbant la vie quotidienne.Traduction:Greece experienced a record heatwave in March, followed by unexpected snowfall, disrupting daily life. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

La grève des avocats au Cameroun en est à son 3e et dernier jour. Afrik.com, s'en fait l'écho. « Les avocats camerounais en grève pour protester contre les violences policières », titre le site d'information, qui précise que ce mouvement se caractérise « par une suspension du port de la robe ». « Le Conseil de l'ordre des avocats », ajoute Afrik.com, « entend protester contre les abus dont souffrent les avocats de la part des forces de l'ordre », qu'ils qualifient de « violences physiques, barbarie et autres traitements humiliants ».« Deux incidents récents », dont l'un rendu public par une vidéo, sont à l'origine de ce mouvement de grève. Cette vidéo montre « des policiers infligeant des violences inacceptables à un avocat, dans une scène choquante et inhumaine », raconte Afrik.com. Le 2e incident concerne un avocat « victime d'une séquestration par des forces de sécurité, pour avoir simplement osé dénoncer les violations des droits de ses clients ». Média Afrique News relate également cette « fronde des avocats », qui « s'inscrit dans un contexte politique marqué par un durcissement du régime du président Paul Biya, 92 ans, au pouvoir depuis 42 ans ». L'ONG Human Rights Watch, rappelle Média Afrique News, a récemment alerté sur « la répression gouvernementale croissante contre l'opposition et la dissidence, à l'approche de l'élection présidentielle d'octobre 2025. »Vague de sanctions sans précédentDans la presse africaine également, la guerre dans l'est de la RDC et les sanctions contre le Rwanda. C'est le média congolais le Maximum qui revient sur les sanctions internationales imposées au Rwanda, expliquant que « plus un jour ne passe sans que de nouvelles sanctions ne soient annoncées contre Kigali pour son agression caractérisée de la RDC. » Le Maximum cite notamment l'Allemagne, qui a « annoncé la suspension de nouveaux engagements financiers envers le Rwanda », ou encore le Canada, qui a, de son côté, annoncé « la suspension de la délivrance du permis pour l'exportation au Rwanda de biens et technologies réglementés ».À ces deux pays, il faut ajouter le Royaume Uni et le Luxembourg, qui ont, eux aussi, annoncé leur intention de sévir. Le Maximum souligne que « cette vague sans précédent de sanctions qui s'abat sur Kigali », « intervient alors que le président rwandais Paul Kagamé a déjà urgemment besoin de quelque 120 millions de dollars pour combler le manque à gagner du financement du secteur de la santé après la fermeture de l'USAID par l'administration Trump ».Récifs coralliensEnfin, une fuite de gaz sur un champ de pétrole au large du Sénégal et de la Mauritanie, suscite l'inquiétude. « Exploité par BP, le champ GTA est au cœur d'une controverse après la détection d'une fuite de gaz », explique Sénéplus. « Tandis que l'entreprise minimise l'incident, Greenpeace Afrique alerte sur les risques pour l'écosystème marin. » Le groupe pétrolier BP, à propos de l'incident, évoque « un faible débit » et un « impact négligeable », alors que Greenpeace Afrique estime que « cette fuite n'est pas un simple accident, mais la conséquence logique d'une industrie qui privilégie ses profits au détriment des écosystèmes et des populations locales ». « Le champ GTA abrite l'un des plus grands récifs coralliens en eau profonde », ajoute Greenpeace, « un seul déversement peut anéantir des décennies de biodiversité, contaminer la chaîne alimentaire et bouleverser l'équilibre écologique de toute la région ».De son côté, Walfnet s'intéresse aux arguments développés par le think tank LEGS – AFRICA, qui « interpelle le ministère des hydrocarbures, Petrosen (la compagnie pétrolière sénégalaise), ainsi que l'exploitant BP », sur « l'urgence à informer les sénégalais sur les causes, l'ampleur et les impacts de cette fuite de gaz sur l'environnement marin, la sécurité et la santé des populations ainsi que les émissions sur le climat »

Chaque jour, les correspondants d'Europe 1 font le tour de l'actualité internationale.

durée : 00:06:16 - Le Masque et la Plume - Nos critiques soulignent la capacité d'Antoine Chevrollier à surprendre tout en évitant les clichés sur les récits de territoires, avec une mise en scène nerveuse, une capacité à dépeindre des personnages complexes luttant contre les déterminismes sociaux et des acteurs sensationnels. Carton plein !

Cette semaine, on reçoit d'abord Antoine, du STJV, qui nous explique les tenants et les aboutissants de la grève générale du 13 février. Côté jeux, on commence par se reconstruire tout doucement dans Vendran Las Aves, une mini production réalisée, entre autres, par la talentueuse équipe espagnole de Deconstructeam. C'est subtil, émouvant et plein de justesse. On change d'échelle avec le monumental Kingdom Come: Deliverance II qui met le réel du moyen-âge en système dans une épopée locale, fascinante et radicale. On termine avec le road trip de Keep Driving, où il faut prendre la route (et des autostoppeurs) pour atteindre un festival le tout dans un format jeu de rôle.Jérémie Kletzkine et ses comparses du serveur Discord Guigro, Quinn Jolinar, MattUV, smy, Tutio, Le Tentacule, Wompaat, Flavien et Aster, nous font une compilation de dix chroniques en une.Chapitres :0:00 Intro3:06 L'entretien avec Antoine du STJV sur #GG1332:10 Le com des coms38:16 Vendran Las Aves1:00:42 La chronique jeux de société : Dix chroniques en une1:06:35 Kingdom Come: Deliverance II1:59:23 La minute culturelle2:03:11 Keep Driving2:24:23 Et quand vous ne jouez pas, vous faites quoi ?Retrouvez toutes les chroniques de jérémie dans le podcast dédié Silence on Joue ! La chronique jeux de société (Lien RSS).Pour commenter cette émission, donner votre avis ou simplement discuter avec notre communauté, connectez-vous au serveur Discord de Silence on joue!Retrouvez Silence on Joue sur Twitch : https://www.twitch.tv/silenceonjoueSoutenez Silence on joue en vous abonnant à Libération avec notre offre spéciale à 6€ par mois : https://offre.liberation.fr/soj/Silence on joue ! c'est l'émission hebdo de jeux vidéo de Libération. Avec Erwan Cario et ses chroniqueurs Patrick Hellio, Julie Le Baron et Marius Chapuis.CRÉDITSSilence on joue ! est un podcast de Libération animé par Erwan Cario. Cet épisode a été enregistré le 13 février 2024 sur Discord. Réalisation : Erwan Cario. Générique : Marc Quatrociocchi. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Les conflits armés ont toujours existé, mais l'idée de réglementer la guerre pour limiter ses atrocités est relativement récente. Si les lois de la guerre telles qu'on les connaît aujourd'hui sont le fruit de plusieurs siècles d'évolution, elles trouvent leurs racines dans des traditions anciennes avant d'être codifiées dans des traités internationaux. Des règles anciennes de la guerre Dès l'Antiquité, certaines civilisations établissent des codes visant à limiter les abus en temps de guerre. - Les textes religieux : Le Code d'Hammurabi (vers 1750 av. J.-C.) en Mésopotamie, ou encore des passages de la Bible et du Coran, contiennent des règles sur le traitement des prisonniers et la protection des populations civiles. - La Grèce et Rome : Les Romains, influencés par les Grecs, développent le jus fetiale, un ensemble de règles destinées à déclarer et mener la guerre de manière « légale », notamment en respectant les trêves et en négociant avec les ennemis. - Le Moyen Âge : En Europe, l'Église impose certaines limites avec la « Trêve de Dieu » (XIe siècle), interdisant les combats certains jours et protégeant les civils et le clergé. L'essor du droit de la guerre à l'époque moderne Avec l'apparition des États modernes et des armées professionnelles, la guerre devient plus organisée, ce qui favorise l'émergence de règles formelles. - Hugo Grotius et le droit de la guerre (1625) : Le juriste néerlandais Hugo Grotius publie De Jure Belli ac Pacis (Le droit de la guerre et de la paix), qui pose les bases du droit international humanitaire. Il y défend l'idée que même en temps de guerre, certaines règles doivent être respectées, notamment pour limiter la souffrance des soldats et des civils. - Les premières conventions militaires : Au XVIIIe siècle, Frédéric II de Prusse et d'autres souverains européens imposent des codes de conduite à leurs armées, comme l'interdiction de piller sans autorisation. La codification moderne : la naissance du droit international humanitaire La véritable institutionnalisation des lois de la guerre commence au XIXe siècle avec la montée des mouvements humanitaires. - Les Conventions de Genève (1864-1949) : Initiées par Henri Dunant, fondateur de la Croix-Rouge, ces conventions fixent des règles sur le traitement des blessés, des prisonniers et des civils en temps de guerre. La première convention de 1864 établit l'obligation de soigner les soldats blessés, même ennemis. - Les Conventions de La Haye (1899-1907) : Elles établissent les bases du droit de la guerre moderne en interdisant certaines armes (comme les balles dum-dum), en protégeant les civils et en définissant des règles pour les occupations militaires. Un cadre toujours en évolution Depuis, les lois de la guerre continuent d'évoluer. Après les atrocités de la Seconde Guerre mondiale, les Conventions de Genève de 1949 sont renforcées. Plus récemment, les tribunaux internationaux, comme celui de La Haye, jugent les crimes de guerre, et des protocoles interdisent les armes chimiques ou les mines antipersonnel. Conclusion Les lois de la guerre sont donc le fruit d'une longue évolution, passant des codes moraux antiques aux conventions internationales modernes. Si elles ne peuvent empêcher les conflits, elles visent à en limiter les pires abus et à préserver un minimum d'humanité, même en temps de guerre. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Is workplace stress just about long hours? Not quite. Brian and Marcus Lagré unpack the real equation behind stress—how pressure, complexity, and security interact—and why your team’s performance depends on getting the balance right. Overview In this episode of the Agile Mentors Podcast, Brian Milner sits down with Marcus Lagré, product organization coach and author of The Stress Equation, to break down the science of workplace stress. They explore the differences between mental and emotional stress, how pressure and complexity impact teams, and why security in the workplace is a game-changer for performance. Marcus shares research-backed insights on interruptions, stress contagion, and how leaders can create an environment where teams thrive without burning out. References and resources mentioned in the show: Marcus Lagré The Stress Equation by Marcus Lagré Certified ScrumMaster® Training and Scrum Certification Mountain Goat Software Certified Scrum and Agile Training Schedule Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Marcus Lagré is an author, speaker, and consultant with 20 years of experience in software development, from small-team Scrum to massive 50+ team LeSS transformations. Creator of The Stress Equation, he helps organizations tackle workplace stress systematically, ensuring teams thrive under pressure without burning out. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm here as I usually am, Brian Milner. And today we have with us a really special guest, Marcus LeGray is with us. Welcome in, Marcus. Marcus Lagre (00:13) Thanks, Brian, pleasure to be here. Brian Milner (00:15) We were saying before that I'm actually kind of butchering or Americanizing his last name. Marcus Lagre (00:20) Nah, Americanizing, yes, but butchering, no. I wouldn't say that. Brian Milner (00:24) So I'm gonna give you a chance to set the record straight. Why don't you tell us the actually the correct pronunciation? Because I probably can't do it. Marcus Lagre (00:31) Well, my... I would say La Gré, but that's with a Swedish southern accent and not even most Swedes do that, so... Brian Milner (00:34) Okay. OK. Do the Swedish people look on people in the South like we do here in America? Like they're kind of more laid back and slower and... That's funny. OK. Well, we have Marcus on because, first of all, Marcus is a product organization coach. He's an author. He's a speaker. Marcus Lagre (00:48) Yeah, yeah, I would I would say so I would I would say so yeah Brian Milner (01:03) And he has a really great book that we wanted to kind of dive into the topic of here. Because in this day and age, this is a really important topic, but his book is called The Stress Equation. So you can kind of see where we might be going there with that. Well, so let's dive in. Let's talk about that a little bit. And I think probably a good place to start would be, how would you define then stress, when you, if we're talking about stress and the stress equation, how do you define stress? Marcus Lagre (01:30) I usually use the definition of stress because I let's start like this. I think that most people have like a too narrow perspective of what stress is. Like most people probably see it as working long hours and you know, spending a lot of time at work, but it doesn't necessarily have to. And there's this definition of stress from the Oxford English Dictionary that I found really well that stress is the result of, of, of, emotional or mental strain due to adverse or demanding circumstances. So yeah, so there's differences there. And I think that most people, if you're not in a very toxic environment, you don't suffer from emotional stress a lot at work, but mental strain is probably what we're looking at most often. Brian Milner (02:04) Yeah. Okay. Yeah, I mean, I, you know, I wouldn't discount that entirely. I think that there's probably a lot of people out there that have the emotional strain of a bad boss or manager or something like that, right? But yeah, hopefully, you know, hopefully you're right that the majority might not be, you know, dealing with that. It might be more of the mental side of this. So what is mental stress then? What is a mental strain? Marcus Lagre (02:38) Well, mental strain is usually diversified by saying like emotional strain is like the stress from being like in a toxic environment, for example, which is more common than it should be. But mental strain is more of the when you have too much of a mental load, like you're trying to solve a complex problem, like you have high cognitive load in order to solve it, or you need to Brian Milner (02:48) Hmm. Marcus Lagre (03:03) Well, it's also related to cognitive load that you have a lot of context switching. So you need to change information in your working memory quite often and a lot. And that can lead to mental strain. And the problem with mental strain, as I see it in white collar worker or knowledge workers, is that most of us are, we like mental challenges. We like puzzles, we like solving problems. So we're not great at identifying when a mental challenge becomes a mental strain for us. We're used to just pushing on. we try to just, you know, it's just something that I haven't figured out yet. If I push myself just a little harder, I'll crack it. Yeah. Brian Milner (03:42) Yeah. Yeah, that's great. Yeah, I mean, I think you're right. We do like puzzles. We do like challenges. I I know one of the popular things here in the US is the escape room kind of thing. I don't know if you guys have that there as well, but we actually pay people in our free time to give us puzzles and challenges that for fun, we'll go and put ourselves under some mental duress and try to figure out. So I think you're right. there is part of us that really wants to do that. Well, if that's true, then the other side of that is, shouldn't we all be under some kind of mental stress then, since work is challenging and complex and hopefully. Marcus Lagre (04:20) Well, yeah, I mean, not all stress is bad. So I usually say that the stress that we feel at work usually comes from two different sources. So this is the equation. Like the mental strain comes from the complexity that we need to, now that we need to handle. Either the complexity of the problem that we need to solve, or if we're working in, the complexity could also be like the frustration of working in an inefficient organization. That could be part of the complexity. Brian Milner (04:23) Yeah. Marcus Lagre (04:46) So I usually say that pressure is our sense of urgency. The pressure comes from our sense of urgency in order to finish the work that we're, the task that we have at hand or whatever it is that we're trying to solve. And the complexity is whatever makes it harder for us to actually finish that work. So to relate back to what you were saying, shouldn't we be under some kind of stress? Yes, we should. If we don't have any sense of urgency, we're probably not delivering at all. And if there's zero complexity in what we're doing, That should probably be an automated task long ago. We will probably suffer from severe boredom if there's zero complexity in what we're doing. Brian Milner (05:25) Yeah, I always, you know, this comes up sometimes in classes where, I think, you know, I want to find those people who are under zero pressure at work, because I've never been in that situation. I've never had any kind of boss or organization that was like, just take as long as you need. It doesn't matter. There's always some pressure and some places it's more than others and some places it's extreme. But yeah, I think you're right. There's a right amount of pressure. that can be applied. Marcus Lagre (05:48) And there's also constructive stress. I usually diversify like constructive stress is when you try to achieve something because if you're under a lot of pressure solving something very complex, there's also pleasure in actually solving it. So there's some kind of release in the end. But if you're constantly under a lot of pressure or... Brian Milner (05:51) Hmm. Marcus Lagre (06:09) I usually say that the pressure usually comes from things like how we set deadlines, how we handle our backlog. So if you have two short deadlines, then you're under negative stress or unconstructive stress, or we have an ever-expanding backlog. We can never finish everything in this backlog. have no way of saying no to things. They just keep piling on. That's unconstructive stress, but... Brian Milner (06:30) Yeah. Marcus Lagre (06:34) A sense of urgency to reach like a goal? That's more of positive kind of stress. Brian Milner (06:39) Yeah. Yeah. I I've heard, my boss, Mike Cohn talk about before how scrum has just the right amount of pressure that it's, it's not, you know, it's, it's not the kind of, when we think about commitment and stuff inside of a sprint, it's not the kind of thing of, you're going to lose your job if you don't make this sprint commitment. But it is kind of, you know, my, my word is on the line. My name is on the line. And if I don't deliver. I'm letting down my team, I'm letting down those around me. So that's way he describes it. It's kind of just the right amount of pressure that's kind of baked into the way Scrum works. I've always liked that. I've always thought that's kind of a good take on that. So we're kind of in these pressure cookers a little bit, right? We've got pressure and sometimes more than others and we do need some kind of pressure. So we have some sense of urgency in what we're doing. How does this align with our Agile Manifesto kind of ideal of working at a sustainable pace? Is the pressure going to crack us under trying to keep a sustainable pace? And what if we don't have any say over the amount of pressure we have? Marcus Lagre (07:46) Well, if you don't have any say, then I usually say that the pressure isn't a force of nature, that it usually stems from someone's decisions. And if we don't have a say in it, then we can't influence that pressure really as a team maybe. But from a leadership perspective, if you put unlimited pressure on the team, you're gonna see decreasing results anyway. It's not... constructive, you're going to burn your people, you're going to lose, worst case, lose them from the company, either because they change jobs or because they burn out and they have to go on sick leave. So and that's going to cost you in the end. But also that you're going to see either a lot more well, as I said, either a lot of people leaving or people doing quite quitting. That's that's what's going to be because once caring about your own performance becomes dangerous, people are gonna put in the bare minimum. That's the people you're gonna keep. Brian Milner (08:41) Yeah. Yeah. I'm sure there's lots of research baked into this and you've probably crossed a lot of different studies and things that have kind of jumped out at you. And to me, that's always one of the things that's the most interesting when I dive into a topic like this and go really, you know, kind of knee deep into it. what, was there any kind of research that you stumbled upon as you were preparing for this or, you know, creating this book? that really kind of surprised you or that you found extremely interesting? Any studies out there around the effects of stress that kind of shocked you even maybe? Marcus Lagre (09:18) I wouldn't say shocked, but one thing that surprised me was that there was this study that showed, because I talk in the book about complexity, and I mentioned earlier that if you need to change the information in your working memory a lot, that leads to mental strain. But there were actually studies that showed that interruptions in work does not lower the quality of the work. It does, however, increase the sense of stress. But it doesn't necessarily lower the quality of work, which was something that I was absolutely convinced it would. However, there was a correlation between how far if you got interrupted, if it was on topic, so to speak, so that you didn't have to throw everything out of your working memory, then the quality level was still on par with what you would have seen if you weren't interrupted. However, Brian Milner (09:48) Yeah. Marcus Lagre (10:06) if it was something that was diametrically different to what you were actually doing, then yes, the quality would also drop. But I actually thought there would be like a clear correlation between interruptions and lower quality of work. And it wasn't. Brian Milner (10:20) Yeah. So it's not, I mean, what I'm hearing is it's not necessarily the interruption itself. It's the content of the interruption. And if the interruption is, you know, taking you wildly off track from your thought process, that's higher stress kind of a reaction to it. And that leads to more problems. But if it's, if it's an interruption that's near in the same area of what it is you're working on and thinking about, then it's not as hard to get back to it. Less stress, less, let's kind of end result effect, right? Marcus Lagre (10:52) Yeah, there's less mental strain in that scenario. However, you do often feel like you're less efficient, that you get less joy out of what you're doing if you get constantly interrupted, and that the workload is heavier than it actually is. So there's negative sides to getting interrupted a lot, but as long as it's sort of on topic, as you say, it's not really that harmful. Brian Milner (10:54) Okay. Yeah. Well, I know you do a lot of work with organizations and with leaders and organizations. And I know one of the difficult things, difficult kind of parts of having these conversations with leadership is trying to help them to understand the importance and kind of the impact and why this is important in a business sense to them. Not just that, you know, the way I phrase it in classes, it's not just that it makes you a better person, right? which there's value in that. not negating that being a good person is bad. I'm just saying from a business sense, oftentimes leaders want more than just saying, yeah, I'm a better human by doing that, but is it better for the business? So how do you have that conversation with leaders, with organizations to say, this is actually an important thing to focus on. This makes an impact on your business. Marcus Lagre (12:07) usually the challenge is to get leaders to understand that they are also affected by this. Because a lot of the challenges I see in organizations is that I come in and I usually do like an analysis of the organizations, ask around, do interviews and analyze everything. And what I come up with is rarely news to the leadership. They have seen the same thing. The problem is that they never had the time to just sit down and figure things out because they're constantly rushing between meetings. They're constantly rushing to do various budgets, updates, stuff like this, just keeping the mill going. So I usually say that they're too operationally occupied to take a look at the strategic goals and the strategic direction that they need to be going in for the business to run smoothly over a period of time. And so I usually tell them that the most important thing that you can get yourself is like an hour, at least every week that you just sit on your rear end and just contemplate things. I usually use a different word than rear end when I tell them this, just to drive the point home. But yeah, they need to find time. where they can just like no phone, no computer, just sit down for an hour and let whatever enters your head, enter your head because otherwise you will never figure this out. And you don't have to pay people like me premium to come in and tell you things that you are actually clever enough to figure out yourself. Brian Milner (13:41) Right, right. Yeah, so that's so interesting. So it's hard to convince them that stress plays a big impact on their work. I hadn't really thought of it from that perspective, but that's a great point to make. If you can help them understand the impact it has on their work, maybe it's an easier conversation than to say the impact it has on your teams or on your employees' work. Yeah. Marcus Lagre (14:06) I have never, mean, stress is contagious and it ripples down. If you have a really stressed out management, you're gonna have stress in the rest of the organization as well, like on the floor and in your teams. That's just a given, I would say. Brian Milner (14:11) Yeah. Yeah. All right. Well, so I'm following along. I think this is good. So we're talking about how you kind of explain this a little bit more to leaders and help them understand the impact. What about when you get one of those leaders who's just, and I know I've had these before where they're kind of more old school and they look at things and think, you know, you... Well, on your graph of pressure, right? They're much more leaning towards the higher pressure side to place on employees because they take that attitude of, you know, the old phrase that we all hate, work expands to fill the time allowed or whatever that thing is, right? How do you convince that person that, you know, there's an okay amount, but you're kind of really skewing it to the high end and this is now going to have an adverse effect? Marcus Lagre (15:00) yeah, yeah, Brian Milner (15:12) on what you're ultimately trying to do. Marcus Lagre (15:14) My usual angle of attack is to address the complexity of the part of the equation. I probably can't get them to understand or accept that they're applying too much pressure, but what they're actually trying to achieve is to get more output. I mean, that's the goal of their actions. And so I try to get them to understand the complexity that their teams are working under and try to get them to understand that you need to reduce this in order to free up more time and mental bandwidth for output. And that's usually a better way forward than trying to get them to accept that you only get so far with a whip. Once you've whipped one time too many, people are going to just stop caring. Brian Milner (16:02) Yeah. Yeah, you can't come back and use that tool over and over again. It's going to have kind of the opposite effect that you're hoping it will have eventually, right? Marcus Lagre (16:14) People are going to start telling you about problems, for example, because these people are usually the same people who don't want to hear about problems. Don't tell me about problems, tell me your solutions kind of attitude. And I usually get them to understand that you have absolutely no idea what the problems of this organization is, because people are afraid to tell you. Brian Milner (16:22) Yeah. Right. Yeah, that's such a huge point, I think, for leaders to kind of soak in and understand. If you have that culture, if you are generating that culture of fear in the organization of, don't come to me with problems, only come to me with solutions, then you're right. You're absolutely right. You're closing yourself off. And you're kind of establishing the norm that if there is an issue, The last thing to do is to raise it, to let people know about it, live with it, right? Just kind of exist with a status quo. If there's a problem, then you just have to learn to live with the problem. Marcus Lagre (17:09) Live with the problem or game the system so the problem isn't apparent. Brian Milner (17:13) Right, right. So back to the equation then. So your equation here, pressure times complexity over security. I don't know what we've talked much about security so far. So how does that come into play when you calculate this kind of pressure equation, stress equation? Marcus Lagre (17:25) Bye! Yeah, well, we kind of touched on it now, like with leaders who act in a way that lowers the security or the sense of security. So I define security as the freedom from fear at work. And psychological safety is one part of that. But it's also that you feel that you have... I'm sort of reluctant to use the words servant leadership anymore because there's sort of... sort of become a tainted word in some ways. People see it as a passive leadership style, which is not really, I don't quite agree with that, but security is in essence that you are able to take high pressure and high complexity if you feel that you have the management in your back, that you're taking it on as a team, that you're not alone with all of that pressure and all of that complexity, but you have people around you who you can rely on and ask for help. If you have that, then your security is higher and then you can take more pressure, you can take more complexity without burning out. Brian Milner (18:32) Yeah, yeah, that makes complete sense because if I have the kind of that sense of security that I'm not at risk, I don't feel like I'm being put in a position to fail so that I'm now in danger, but I've been given difficult problems because I have been trusted to conquer them. I've been trusted and empowered to kind of overcome them. That's such a different approach and mindset from an employee standpoint than, my gosh, I got to do this or I'm going to get fired. Marcus Lagre (19:05) Exactly, there's probably, management has probably let me know that we understand, we're handing you like a really tough thing to solve. if you need anything, if you need any resources, if you need any extra help, just ask us for it and we'll solve it. And in that situation, you're a lot more likely to... be able to get into that without burning out simply because you know that I have the management backing me up. Brian Milner (19:37) if I'm one of those employees who's under a high pressure environment, and I don't really feel like I have the power or authority to make that change, what can I do about it? Marcus Lagre (19:50) I mean, the thing that you can do is to change what I usually, one of the reasons why I wrote this book is that stress is one of the leading causes of mental illness and sick leave in our line of work, which is software. So if something is the leading cause of a problem, it's probably systemic, it's not individual. So one of the most important thing, that you can do is to identify what in the system is causing the stress in me, because ultimately stress is a subjective feeling. it manifests itself in people, but you can get the tools to identify what in the system is causing the stress in me. that can be quite a relief to not put that... I mean, put additional pressure on yourself by thinking that you're the one who's bad at your job or you're the one who don't have the correct coping mechanisms for the situation. The situation might actually be insane. Brian Milner (20:51) Yeah. Yeah, it's that subjective nature, I think, that is kind of a variable that I would throw into this equation. It's sort of like, I know one of the things I found really fascinating in kind of the earlier history of Agile and the idea of a sustainable pace was originally there was kind of talk about saying, using words like, no one should work more than 40 hours a week. But then that got changed to sustainable pace because of the realization that for some people 40 hours was too much and for other people 40 hours was not enough. And so that idea of sustainable pace was, it's individual, it's different to different people and that's part of what we got to do is know ourselves enough to know, hey, I'm kind of slipping beyond that point where I can sustain this indefinitely. Marcus Lagre (21:37) Yeah, and I think that's one of the myths that I want to bust a little bit is that, you know, it's not about 40 hours. It's not about the hours. I mean, there are some people who can work 60, 80 hours without burning out. So it's not the hours. It's something else. You know, so it's the end of the... Maybe it's the pressure that we have too much pressure. Maybe it's that we have too high complexity in combination with pressure. Maybe it's that we are in a toxic environment. So it's like how much mental energy do I need to handle the context that I'm in? That's. Brian Milner (22:13) It's almost like there needs to be kind of this balance between those three things that you've got to, one thing might go a little higher, but the others then have to drop a little bit so that it kind of equals out, right? Marcus Lagre (22:22) Yeah. That's what I, like, I always say that if you want to put high pressure on your teams, on your organization, you have to reduce the complexity because you can't do both at the same time. Those are the two variables that increases the stress. But then as we mentioned, like feeling of security is the lowering factor. So you always do well working with Brian Milner (22:38) Yeah. Marcus Lagre (22:46) the sense of security within your teams and working with your culture and making sure that toxic behavior is simply not acceptable in this organization, for example. And so that's always, you always get a reduced level of stress from that kind of work. But as I said, if you have high complexity and you put too high pressure on something, it's gonna break sooner or later. You're either gonna break your people or you're gonna break your product. because you're going to reduce the quality of the work because you have to stress through everything. And quite frankly, I don't care about your product. You're free to break it if you want to, but breaking people, that's just not okay. Brian Milner (23:18) Ha ha. Yeah, now we're back to being a good human, right? mean, these are humans. They're not AI programs, at least not yet. And they have lives. the more that you, like you're talking about, the more that you increase that pressure on them or decrease their sense of security, the less complexity they can handle. And you know, You have diminishing returns on your employees, on their productivity. Marcus Lagre (23:48) It is unsound business. Brian Milner (23:50) Yeah, yeah, absolutely. Well, this is fascinating. I really appreciate you coming on and talking about this. Again, for anyone listening, if this topic is interesting to you, highly recommend you check out the book, The Stress Equation by Marcus Le Gray, even though that's not actually the way to say the name. it's L-A-G-R-E, just so everyone knows. I don't want you to struggle searching for it if you're looking for it. We will put the links to it in the show notes for this episode so that you don't miss out if you're trying to contact Marcus or you want to know more about the book. We'll make sure you find a way to do it. So Marcus, I really appreciate you coming on. This has been a fascinating topic and I appreciate you sharing your wisdom, your research and your knowledge on this with us. Marcus Lagre (24:31) The pleasure was all mine, Brian.