The differences between face-to-face brainstorming and virtual brainstorming depend on the virtual medium you use. Immediacy provides direct interaction between participants, which makes face-to-face brainstorming effective. The more immediate the virtual medium, the lower is the risk of inadequate results. A videoconference is more immediate than a telephone conference, for example.
Virtual brainstorms that rely on less-immediate media, such as email, wikis, or proprietary "joint authoring" platforms, have multiple problems.
- Joint authoring platforms are usually asynchronous
- With asynchronous media, people might not interact simultaneously, which creates difficulties for monitoring everyone's level of effort. For all their faults, synchronous connections, such as video or telephone conferences, at least let you know that the participants were connected for a definite period of time.
- Joint authoring platforms dampen excitement
- Although The more immediate the
virtual medium, the
lower the risk of
inadequate resultsthey do support participant interactions, they don't transmit momentum or excitement very well, because they tend to mask the pace and frequency of contributions. Excitement and rapid pace are helpful in brainstorms, because they tend to limit self-censoring, making the ideas flow.
- Joint authoring platforms are usually text-based
- Text-based systems disadvantage participants who favor spoken interaction, and favor the more skilled writers or faster typists, which can bias results.
- Less-immediate connections can produce toxic conflict
- Less-immediate connections are more susceptible to the online disinhibition effect, which increases the likelihood of deviations from behavioral norms, such as suspension of judgment.
So what can we do about this? Some suggestions:
- Use telephone or video
- Even if you use a text-based medium, provide synchronous audio or video connections. Teleconferencing simultaneous with text-based authoring might be difficult, but alternating between the two can be workable: 15 minutes of teleconferencing, followed by 15 minutes of text work, for example.
- Schedule multiple sessions
- Because things take longer in virtual environments, multiple sessions might be required.
- Focus on maintaining attention
- Face-to-face sessions are less vulnerable to distractions than are virtual sessions, because the action draws attention. Keep virtual sessions short. To focus attention, display accumulating contributions on virtual flipcharts.
- Provide equal access
- We can try to apportion talking time fairly in face-to-face sessions. We might encounter difficulties occasionally, when some individuals dominate, but skillful facilitators can address that. In virtual sessions, the problem is more difficult to manage. The "group-of-groups" geometry, in which several different face-to-face groups are connected electronically, is known to be problematic. A central site with most people face-to-face and a few people participating by phone or video isn't much better, because the "remote" individuals tend to have difficulty hearing or participating.
- Anticipate these issues. Structure sessions to give everyone equal access to the virtual floor. Favor bridge lines with all participants connected equally. Poll everyone for contributions, in fixed order, round robin style.
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More articles on Virtual and Global Teams:
- Remote Facilitation in Synchronous Contexts: II
- 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.
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- On Virtual Relationships
- Whether or not you work as part of a virtual team, you probably work with some people you rarely meet
face-to-face. And there are some people you've never met, and probably never will. What does it take
to maintain good working relationships with people you rarely meet?
- Toxic Conflict in Virtual Teams: Minimizing Authority
- Toxic conflict in virtual teams is especially difficult to address, because we bring to it assumptions
about causes and remedies that we've acquired in our experience in co-located teams. In this Part II
of our exploration we examine how minimizing authority tends to convert ordinary creative conflict into
a toxic form.
- Toxic Conflict in Virtual Teams: Virtuality
- In virtual teams, toxic conflict sometimes seems to erupt spontaneously. People who function effectively
in co-located teams can find themselves repeatedly embroiled in conflicts that seem to lack specific
causes. What triggers toxic conflict in virtual teams?
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- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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