April 2, 2008	Volume 8, Issue 14
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Remote Facilitation in Synchronous Contexts: Part II

by Rick Brenner

Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II of a little catalog of those problems, and some suggestions for addressing them.

elephone and videoconferences are the next best thing to being there. Unfortunately second place is pretty far back in that race. For routine meetings about routine topics, and for highly functional teams, even though distributed meetings are a bit cumbersome, their pace is tolerable.

Mess line, noon, Manzanar Relocation Center, California, 1943. Social behavior in queues varies with culture. Although the concept of a "speaker queue" might work well in some monocultural meetings, it might not work the same way in another culture. In virtual teams that span multiple cultures, it's reasonable to expect that meeting participants bring with them different ideas about how the "speaker queue" will work. Ideas about priority, the connection between priority and social rank, and the relevance and sequencing of contributions can create problems for queue managers, especially when the pressure mounts. If you expect to be facilitating a multicultural virtual team, then as part of the team kickoff meeting package, and the ongoing orientation program for new team members, it might be wise to include some description of your speaker queue management practices. Photo by Ansel Adams, courtesy U.S. National Park Service.

But for highly charged discussions, or for teams caught in toxic conflict, or when the pressure rises, the limitations of distributed meetings become clear. Facilitators skilled in dealing with these limitations can work around them, but the workarounds require methods that would seem awkward in the face-to-face (F2F) context. Here are some examples.

Collision avoidance and resolution

In face-to-face meetings a "collision" is two or more people attempting to speak at once. Most facilitators manage this problem well by asserting and maintaining control of the recognition process, using the tools of personal presence. In virtual or distributed meetings, most of those tools are limited, work differently, or are unavailable.

As facilitator, explain at the outset that you'll recognize speakers in turn. In videoconferences, hand signals might suffice for speakers seeking recognition, and signals can be given at any time. In telephone conferences, once open discussion begins, the audible request is the only means available. Since such requests might interrupt the speaker, open the floor for requests for time only during a "time-request window" between speakers. Use a brief protocol for requesting the floor — something like "Rick wants time." You'll also want a protocol for withdrawing a request — something like "Rick says 'Never mind.'" Describe also a high priority interrupt protocol to be used only by those who have critical information that will shorten the discussion — something like "Rick has a point of information."

Queue management In virtual or distributed meetings,
most of the facilitator's
customary tools are limited,
work differently,
or are unavailable

In both distributed and F2F meetings, a queue can develop in open discussion, as people request time. In F2F meetings some facilitators maintain the queue on a flip chart or whiteboard that all can see. That might also work well in videoconferences or in distributed meetings with shared writing space.

In audio-only distributed meetings, repeat the queue aloud at the end of each time-request window.

Recognition

Recognition is the process by which the facilitator designates the next speaker. In F2F meetings a nod or a smile suffices, with an optional accompanying verbal cue, such as the speaker's name.

In the distributed context, the verbal cue is required. For safety, repeat it. When two people have identical or similar names, try to remove the ambiguity — perhaps referring to their sites or roles. Avoid disambiguating by means of personal attributes — even positive attributes — because of the risk of offense to the other person of the same name. Bad example: "Next: the smart Rick."

Next in our queue: identifying who's speaking, managing complex technologies, and handling interruptions. First in this series Next in this series   Top    Next Issue

For an examination of some issues that arise in synchronous distributed meetings, see "Remote Facilitation in Synchronous Contexts: Part I," Point Lookout for March 26, 2008. For suggestions for making remote facilitation easier using protocols defined for everyone in advance, see "Remote Facilitation in Synchronous Contexts: Part III," Point Lookout for April 9, 2008.

Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!

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Doorknob Disclosures and Bye-Bye Bombshells

A doorknob disclosure is an uncomfortable, painful or embarrassing revelation offered at the end of a meeting or conversation, usually by someone who's about to exit. When we learn about bad news in this way, we can feel frustrated and trapped. How can we respond effectively?

Please Remove My Appendix

When an organization is experiencing problems with conflict, "pushback," or "blowback," managers often hire trainers to present programs on helpful topics. But self-diagnosis can be risky. Often, there are more direct and focused options that can help more and cost less.

Give It Your All

If you have the time and resources to read this, you probably have a pretty good situation, or you have what it takes to be looking for one. In many ways, you're one of the fortunate few. Are you making the most of the wonderful things you have? Are you giving it your all?

Team-Building Travails

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Virtual Communications: Part III

Participating in or managing a virtual team presents special communications challenges. Here's Part III of some guidelines for communicating with members of virtual teams.

See also Personal, Team and Organizational Effectiveness, Effective Meetings and Project Management for more related articles.

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Organizational Politics for People Who Hate Politics

Have you ever felt powerless to implement an important new idea? Have you ever been "blind-sided" at a meeting? Have you ever lost two good employees because you could find no way to keep them from attacking each other? These are some of the issues of organizational politics. Many of us have become enmeshed in them from time to time, but we've also known some people who seem to be able to engage and prosper. How is that done? We'll inventory the challenges of organizational politics, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees learn concrete techniques for dealing with the problems that arise in workplace politics, while keeping their integrity intact. Read more about this program. Here are some upcoming dates for this program:

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The Race to the South Pole: Ten Lessons for Project Managers

On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to project managers, the story is fascinating. Lessons abound. Read more about this program. Here are some upcoming dates for this program:

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Person-to-Person Communication for Project Managers

When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here's an upcoming date for this program:

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The Politics of Meetings for People Who Hate Politics

There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here are some upcoming dates for this program:

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Human-Centered Risk Management

Most of us can assess technological risks, but risks related to human behavior tend to resist our best efforts. This session provides a framework for evaluating risks related to the behavior of individuals, teams, organizations and people generally. Human-centered risk differs from technological or market risk, because objective evaluation requires acknowledging personal and organizational limitations and failures. Since some of those limitations and failures might apply to the people assessing the risks, or to their superiors, there's a tendency to deny them or to explain them away. Our approach examines capability, organization, context, risk mitigation, and workplace politics. It has tools for guiding the assessment and management of human-centered risk, and we show how to extend these tools to suit your situation. You'll learn how to identify sources of risk in human behavior; recognize systemic and individual barriers to acknowledging risk; assess the effects of organizational turbulence; determine the risk associated with inappropriate internal risk transfer; estimate the effects of team dysfunction, toxic conflict and turnover; and measure the impact of workplace politics. Read more about this program. Here's an upcoming date for this program:

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Managing Virtual Teams for Real Results

Managing global or dispersed teams is challenging — miscommunications, misunderstandings, and interpersonal conflict all thrive in the typical environment of the distributed team. And they're even more common in global teams, because of time-zone offsets and language and cultural differences. We'll inventory the challenges distributed and global teams face, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees will learn concrete techniques for preventing and dealing with the problems that accompany global and distributed teams. Read more about this program. Here's an upcoming date for this program:

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