Remote Facilitation in Synchronous Contexts: II

Telephone 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.

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

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!

For an examination of some issues that arise in synchronous distributed meetings, see "Remote Facilitation in Synchronous Contexts: 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: III," Point Lookout for April 9, 2008.

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

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?

The Shower Effect: Sudden Insights

Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why didn't I think of this before?" What causes these moments? How can we make them happen sooner?

The Perils of Piecemeal Analysis: Content

A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion, the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.

Some Hidden Costs of Business Fads

Adopting business fads is an expensive organizational pattern, with costs that extend beyond what can be measured by the chart of accounts most organizations use. Here are some examples of the hidden costs of business fads.

Just Make It Happen

Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen." We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated by ambition or ignorance — or both.

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

Forthcoming issues of Point Lookout

Coming June 26: Appearance Antipatterns: I

Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.

And on July 3: Appearance Antipatterns: II

When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.