When we conduct synchronous (live) virtual meetings, we use technologies like speakerphones, bridge lines, desktop cameras, and videoconference rooms. We enhance immediacy by transmitting voices or video to all attendees. But technology isn't free, and it's far short of real life. To compromise, we sometimes gather in small clusters, and connect the clusters together. For example, three people at one site might connect via one camera or speakerphone to small groups at other sites seated in front of similar cameras or speakerphones. Or four people gather around a speakerphone, while a fifth calls in from a distant site.
Such geometries are asymmetric — attendees have unequal access to the shared environment. Symmetric geometries, such as bridge lines or at-your-desk video equipment, grant to all attendees (except perhaps the chair or facilitator) equal access to the shared environment.
Equal Access to the Shared Environment (EASE) offers advantages over Unequal Access to the Shared Environment (UNEASE). Some examples:
- Technological uniformity
- In EASE meetings, because all participants have equal access, we need to distribute only one set of connection instructions to attendees. This simplifies the instructions, testing, and tech support. Moreover, in UNEASE meetings, variability in connection quality between the attendee and the shared environment can place some people at a disadvantage, if they're more difficult to understand or if their connections break frequently. In EASE meetings, any non-uniformity of the individual connections is due to the attendee's method of connecting to the shared environment, rather than to the way the shared environment provides connection service.
- Self-facilitation for small meetings
- EASE Equal Access to the Shared
Environment (EASE) offers
advantages over Unequal
Access to the Shared
Environment (UNEASE)makes small meetings more like ordinary conversations. Attendees often self-facilitate. Small EASE meetings are less formal, ideas flow more freely, and people get more done with less frustration.
- Easier facilitation for larger meetings
- Facilitating a large UNEASE meeting is, um, not easy. Special skills and attention are required (see "Remote Facilitation in Synchronous Contexts: I," Point Lookout for March 26, 2008). By contrast, facilitating an EASE meeting is much more straightforward, because it's more like facilitating a face-to-face meeting.
- Simpler conflict management
- Managing conflict entails either keeping constructive conflict constructive or making destructive conflict less destructive, or sometimes both. It's never simple. In EASE meetings, conflict management is simpler than in UNEASE meetings, because of reduced complications arising from the misunderstandings, frustrations, and misrepresentations that are associated with unequal access to the shared environment.
- More balance in contributions
- In any meeting, some individuals might dominate the give-and-take. Dominance by a few is more likely in UNEASE meetings, because some people have better access to the "virtual floor." If those people happen to be among those who tend to dominate any meeting, controlling them is especially difficult. In EASE meetings, where everyone has equal capability to gain the virtual floor, controlling the dominators is no more difficult than it would be in face-to-face meetings.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenYsNktqNSYBmBMzpWner@ChaccJzszGTrbXtFaybFoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Effective Meetings:
- Take Regular Temperature Readings
- Team interactions are unimaginably complex. To avoid misunderstandings, offenses, omissions, and mistaken
suppositions, teams need open communications. But no one has a full picture of everything that's happening.
The Temperature Reading is a tool for surfacing hidden and invisible information, puzzles, appreciations,
frustrations, and feelings.
- Think Before You PowerPoint
- Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings
or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive
dialog, and even for thought. What can we do about PowerPoint abuse?
- Figuring Out What to Do First
- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly
unlimited problems to deal with. How do we decide which problems are important? How do we decide where
to focus our attention first?
- Is the Question "How?" or "Whether?"
- In group decision-making, tension sometimes develops between those who favor commitment to the opportunity
at hand, and those who repeatedly ask, "If we do that, how will we do it?" Why does this happen?
- How to Hijack Meetings
- Recognizing the tactics meeting hijackers use is the first step to reducing the incidence of this abuse.
Here are some of those tactics.
Forthcoming issues of Point Lookout
- Coming March 27: Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can chairs do about stone-throwers? Available here and by RSS on March 27.
- And on April 3: Career Opportunity or Career Trap: I
- When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably is. Although it's easy to decline free vacations, declining career opportunities is another matter. Here's a look at indicators that a career opportunity might be a career trap. Available here and by RSS on April 3.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenWxnbzxTOSkOaHMOYner@ChacCRliCoRcRxDuxgOZoCanyon.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
- 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.