New Findings: Elevated CO2 Levels Pose a Double Threat of Viral Contagion

A woman wearing a mask surrounded by unmasked people breathing out infectious air and at risk for viral contagionCurrently, no commercial sensors exist that can monitor the concentrations of infectious viruses in the air in real time. However, indoor carbon dioxide (CO₂) concentrations — easily measurable with inexpensive hand-held devices — provide a good proxy for how much of the air we breathe is being exhaled by other people who may be infected. Now, there’s a new wrinkle. Research published in Nature in April 2024 concludes that higher concentrations of carbon dioxide (CO₂) also help viruses stay alive longer in the air. In other words, high CO2 levels in the air we breathe pose a double threat of viral contagion.

As a summary of the research by Statnews puts it:

“The more CO2 there is, the more virus-friendly the air becomes.”
Megan Molteni, A new discovery about carbon dioxide is challenging decades-old ventilation doctrine

Let’s put these findings in the context of real-world measurements of CO2 in common situations faced by people attending and staffing in-person events.

What CO2 concentrations do conference attendees and staff experience?

Typical outdoor CO2 levels are 300 – 400 parts per million (ppm). In May 2022, I measured air quality readings during a trip to facilitate a conference in Puerto Rico. During that trip, I saw in-flight airplane CO2 concentrations of over 1,000 ppm. During embarking and deplaning I saw peaks of over 2,000 ppm. Ground transportation readings in taxis and coaches were well above 1,000 ppm. The conference center, with high ceilings and lightly occupied, had 500 – 600 ppm readings.

I’ve seen similar readings during numerous subsequent trips.

The prior consensus was that CO2 readings above ~1,000 ppm imply significant exposure to potentially infectious air. From an events perspective, before these latest findings, we classified environments of concern as follows:

Dangerously high CO2 exposures:

  1. Ground transportation—private cars, taxis, coaches, etc., unless windows are open or fresh outdoor air ventilation is available.
  2. Airplanes during embarking and deplaning.

High CO2 exposures:

  1. Airplane flights.
  2. Crowded conference rooms and common areas with poor ventilation.
  3. Hotel rooms with poor ventilation or air flow from nearby rooms.
  4. Indoor restaurants without excellent ventilation.

The double whammy of high CO2 in the air we breathe

We now know that high CO2 levels not only indicate that the air we breathe is more contaminated by other peoples’ exhalations, but also that high concentrations of CO₂ also help infectious viruses stay alive longer in the air.

Here are some key specific findings from the Nature paper:

“In poorly ventilated, occupied, indoor spaces, ambient [CO2(g)] commonly reaches concentrations exceeding 2000 ppm and can reach levels upwards of >5000 ppm in more crowded environments.”

“…a significant increase in SARS-CoV-2 aerostability results from a moderate increase in the atmospheric carbon dioxide concentration (e.g. 800 ppm)”

“After 40 min, approximately an order of magnitude more viral infectious particles remain viable in the aerosol phase at elevated [CO2(g)] when compared to the loss expected under ambient (well-ventilated) conditions. This increase in the relative abundance of infectious particles is likely to result in increased risk of transmission of the infection.”

Ambient carbon dioxide concentration correlates with SARS-CoV-2 aerostability and infection risk, Allen Haddrell, Henry Oswin, Mara Otero-Fernandez, Joshua F. Robinson, Tristan Cogan, Robert Alexander, Jamie F. S. Mann, Darryl Hill, Adam Finn, Andrew D. Davidson & Jonathan P. Reid, Nature Communications volume 15, Article number: 3487 (2024)

Significantly, the Nature researchers found that CO2 levels of as little as 800 ppm allow the SARS-CoV-2 virus to remain ten times more viable after forty minutes than regular CO2 levels. This happens within 2 minutes of exposure to 800 ppm of CO2.

“When compared to a typical atmospheric [CO2(g)] (~500 ppm), increasing the [CO2(g)] to just 800 ppm results in a significant increase in viral aerostability after 2 min … No significant difference in infectivity is observed between 800 ppm and 6500 ppm. It is notable that, according to the UK Scientific Advisory Group for Emergencies (SAGE), 800 ppm [CO2(g)] has been identified as the level below which a room is determined to be well-ventilated.”

Based on these and other findings, in March 2024, fifty scientists published in Science a call for mandating indoor air quality for public buildings, with a suggested limit of 800 ppm (or 350 ppm over outdoor levels).

As the Statnews report concludes:

“With the recent spread of H5N1 bird flu into many mammal species, including dairy cattle and farmworkers who care for them, and the continuing rise in atmospheric CO2 levels, understanding the complex interplay between viruses, human bodies, and the environments where they eat, sleep, and breathe, is only growing more urgent.”

What is now clear is that meeting environments previously seen as somewhat risky for viral contagion are much more dangerous than was previously thought.

Nine practical tips for letting go in a chaotic world

let go: black and white photograph of (on left) fingers holding the cuff of a sweater over the hand (on right) fingers letting go of the cuff of the sweater from the hand "Let Go" by JFXie is licensed under CC BY 2.0.Recently, I’ve been practicing what Susan Pollak calls “letting go of whatever isn’t serving you right now”. Perhaps your first thought is “That sounds nice”, quickly followed by a second thought along the lines of “Huh, easy to say, hard to do. OK, Adrian, how can I let go in this chaotic world?”

I’ve no guarantees, but here are nine suggestions that almost always work for me.

1 — Notice what’s going on

Yes, we need to shut up and listen to what people say. And we need to notice what they do. But what is often harder is to listen to and notice ourselves. To notice:

A simple personal example is noticing I feel angry about a small irritation, like accidentally dropping something I’m holding. When I’m centered, an incident like that is no big deal. But when I respond with an expletive, that’s a sign something else is going on. I’m likely carrying some anger that has nothing to do with my fumble.

Without noticing what’s going on with ourselves, we’re unlikely to be capable of letting go of anything that isn’t serving us well.

2 — Meditate regularly

Regular meditation is the key to giving me practice and supporting my need/want/desire to let go of what isn’t serving me in the moment. Though I struggled to meditate daily for many years, I’ve finally developed a daily meditation practice that serves me well. I also try to meditate when I notice incongruence in my responses to experiences (see above).

3 — “Nothing to get. Nothing to get rid of.”

While meditating, thoughts and (sometimes) feelings appear. When this happens, reminding myself that there’s “Nothing to get. Nothing to get rid of.” calms me and helps me empty my mind.

4 — “Is it necessary?”

The question “Is it necessary?” is a useful tool to examine a disturbing thought that captures your attention.

Do I need to be thinking this thought right now 😀?

Usually, the answer is “no”!

5 — Remember who you are

I have a contract with myself, that I developed in 2005. Sometimes, I notice I’m circling through thoughts and feelings about a fantasized future unrelated to the current moment. I remind myself of my contract — who I really am — by mentally repeating it to myself. This helps me center and stop clinging to unhealthy and unproductive thoughts and feelings.

6 — Greeting what comes up with compassion

You can’t force letting go. Instead, you can accept the reality of what is happening.  One way to do this is to greet what comes up with compassion. Compassion is a form of acceptance that can allow persistent thoughts and feelings to lose their force.

6 — “Let John be John.”

Sometimes you find yourself worried, upset, angry, etc. due to a specific person’s actions that affect you. A helpful way to get some distance and relief from these feelings and associated thoughts is to accept that they are the way they are. Saying to yourself “Let John be John” (substitute their name for “John” 😀) acknowledges that:

  • They are not you.
  • How they interact with you is always about them, and, often,  not about you.
  • You accept their reality without it necessarily affecting yours.

7 — Use music

Music has the strange power to change our emotional state. I don’t know of a better way to move away from persistent distracting thoughts and feelings than by listening (and sometimes dancing) to music that I love.

8 — Other concepts that may help you.

I’m using imperfect words to convey helpful approaches to letting go. Here are some other words and phrases that may strike a chord for you:

  • Acceptance
  • Loosening
  • Surrendering
  • Releasing
  • Noticing the burden
  • Clinging is suffering; letting go ends suffering
  • Letting go is a form of love.
  • Letting go is an ongoing practice and process
  • Letting things be as they are

9 — Finally, be kind to yourself!

We are all imperfect realizations of our perfection. I fail at all the above over and over again. When the renowned cellist Pablo Casals was asked why, at 81, he continued to practice four or five hours a day he answered: “Because I think I am making progress.” So, be kind to yourself!

What practical tips do you have to help you let go in this chaotic world? Please share in the comments below!

Image attribution: “The image Let Go” by JFXie is licensed under CC BY 2.0 .

Concerns about using facial analysis at events: part three

An illustration showing computer experts debating whether their facial analysis software of the Mona Lisa is showing a smiling, neutral, or sad expression. Illustration by Peter Arkle; Associated Press (Mona Lisa)In early 2024, I wrote two long, detailed posts (1, 2) that explained why using “facial analysis” technology at events is ethically and legally dubious. Now I’ve learned of strong evidence that the core claim of such technology — that it can reliably measure attendee emotions at events — is seriously flawed.

Dr. Lisa Feldman Barrett is a neuroscientist, psychologist, and the Northeastern University Distinguished Professor of Psychology. In her May 16, 2024 article in the Wall Street Journal “Think AI Can Perceive Emotion? Think Again. Training algorithms on stereotypical facial expressions is bound to mislead.” she writes [emphasis added]:

The best available scientific evidence indicates that there are no universal expressions of emotion.

In 2019, the journal Psychological Science in the Public Interest engaged five senior scientists, including me, to examine the scientific evidence for the idea that people express anger, sadness, fear, happiness, disgust and surprise in universal ways. We came from different fields—psychology, neuroscience, engineering and computer science—and began with opposing views. Yet, after reviewing more than a thousand papers during almost a hundred videoconferences, we reached a consensus: In the real world, an emotion like anger or sadness is a broad category full of variety. People express different emotions with the same facial movements and the same emotion with different facial movements. The variation is meaningfully tied to a person’s situation.

In real life, angry people don’t commonly scowl. Studies show that in Western cultures, they scowl about 35% of the time, which is more than chance but not enough to be a universal expression of anger. The other 65% of the time, they move their faces in other meaningful ways. They might pout or frown. They might cry. They might laugh. They might sit quietly and plot their enemy’s demise. Even when Westerners do scowl, half the time it isn’t in anger. They scowl when they concentrate, when they enjoy a bad pun or when they have gas.

Similar findings hold true for every so-called universal facial expression of emotion. Frowning in sadness, smiling in happiness, widening your eyes in fear, wrinkling your nose in disgust and yes, scowling in anger, are stereotypes—common but oversimplified notions about emotional expressions.

Where did these stereotypes come from? You may be surprised to learn that they were not discovered by observing how people move their faces during episodes of emotion in real life. They originated in a book by Charles Darwin, “The Expression of the Emotions in Man and Animals,” which proposed that humans evolved certain facial movements from ancient animals. But Darwin didn’t conduct careful observations for these ideas as he had for his masterwork, “On the Origin of Species.” Instead, he came up with them by studying photographs of people whose faces were stimulated with electricity, then asked his colleagues if they agreed.”

“…In short, we can’t train AI on stereotypes and expect the results to work in real life, no matter how big the data set or sophisticated the algorithm. Shortly after the paper was published, Microsoft retired the emotion AI features of their facial recognition software.”
Dr. Lisa Feldman Barrett, “Think AI Can Perceive Emotion? Think Again.”, Wall Street Journal, May 16, 2024

Facial analysis is a poor indicator of emotional states

Here is the detailed 2019 research article Emotional Expressions Reconsidered: Challenges to Inferring Emotion From Human Facial Movements by Dr. Barrett et al.

barrett-et-al-2019-emotional-expressions-reconsidered-challenges-to-inferring-emotion-from-human-facial-movements

Dr. Barrett concludes:

“In real life, when you perceive someone else as emotional, your brain combines signals from your eyes, ears, nose, mouth, skin, and the internal systems of your body and draws on a lifetime of experience. An AI model would need much more of this information to make reasonable guesses about a person’s emotional state.”

One of the research paper’s general recommendations is to “Direct healthy skepticism to tests, measures, and interventions that rely on assumptions about “reading facial expressions of emotion” that seem to ignore published evidence and/or ignore integration of contextual information along with facial cues.”

Based on the presented research, that sounds like good advice to anyone considering acquiring facial analysis technology.

Postscript

My sharing of the above information upset at least one technology vendor that claims to provide useful facial analysis at events. He characterized it as a publicity stunt, and asked two attorneys to “please keep this for our file and action, as needed.”

I stand by my opinions and assert my right to share other’s research on this ethically dubious and scientifically suspect technology.

Image attribution: Illustration by Peter Arkle; Associated Press (Mona Lisa)

Solve Problems Together: Liz Lathan’s Spin on The Three Questions

Solve problems together: a photograph of a circle of standing Lego people surrounding a jigsaw puzzle piece Image attribution: Wikimedia Commons under the Creative Commons Attribution-Share Alike 4.0 International licenseThe other day, Liz Lathan told me about a version she invented of my core peer conference process The Three Questions. She uses it to solve problems together at Community Factory‘s Spontaneous Think Tanks and Club Ichi, her community for B2B event marketers.

The classic version of The Three Questions, described in detail in all my books, invites open responses. Participants typically share topics and issues they want to discuss and learn about. While some people include current problems, this is generally less common.

Liz’s version explicitly focuses the group on individuals’ top-of-mind problems and elicits group resources to solve problems together. Here are her three questions:

  • How did I get here?
  • What problems do I have?
  • What kinds of problems can I help with?

My thoughts on Liz’s version of The Three Questions

Liz’s adaptation of The Three Questions emphasizes a practical, problem-solving approach that leverages group experience and expertise. By focusing on top-of-mind problems and fostering a collaborative environment, participants not only get help with their challenges but also contribute to the growth and success of their peers.

The success of Liz’s approach highlights an important aspect of facilitation: the ability to adapt core principles to fit the specific needs of a group. Whether through addressing pressing problems or exploring broader topics, the structure of The Three Questions offers a powerful tool for fostering meaningful dialogue and generating actionable solutions.

By asking the right questions and providing a safe and collaborative environment, we can unlock the full potential of group problem-solving and create a supportive community where everyone benefits.

Have you experimented with different versions of The Three Questions in your practice? What outcomes have you observed? Share your experiences in the comments below!

Image attribution: Wikimedia Commons under the Creative Commons Attribution-Share Alike 4.0 International license

5 Reasons I’m Grateful for My Clients After 40+ Years of Consulting

Adrian Segar working with clients at a 2019 peer conferenceI got my first paid consulting job in 1983, solving IT problems for a lumber yard. I’ve been a consultant ever since. I’m so grateful to the hundreds of clients I’ve served over the last 40+ years.

Here are five reasons why I’m grateful for my clients.

1—It’s always a people problem

I was a technology nerd when I got that first gig. I was your guy if you had a problem with personal computers, flaky local area networks, or database systems. It took me about five years of having CEOs confiding to me their non-technical woes despite being hired to solve “tech” problems to learn the truth of Weinberg’s Second Law of Consulting:

“No matter how it looks at first, it’s always a people problem.”

I became fascinated by the culture of organizations. As an outsider, I marveled at the variety of dysfunctions I observed. Over time, I got better at solving the people problems I uncovered. Eventually, I realized I was more interested in working with people than technology.

Without the copious experiences of people problems that my clients provided, I’d never be doing what I love today: facilitating connection between people.

2—My clients allow me to try new things

My clients come to me with problems they can’t (at the time) solve. As I work with them they give me opportunities to try new things. Yes, occasionally, I discover I already know how to solve their problems, but that’s rarely the case. My clients’ wants and needs challenge me to be creative.  I invariably end up recommending and doing things I’ve never tried before. Consequently, I learn about what works and what doesn’t. My knowledge base and skill set expand.

Because my clients allow me to try new things, I become a better consultant.

3—My clients are my teachers

I’m grateful for my clients because I learn from them. Here are a couple of examples.

Improving Conferences That Work

I designed and facilitated my first peer conference in 1992. I ran them in my spare time for thirteen years before writing my first book. Conferences That Work: Creating Events That People Love took four years to write. Having spent seventeen years developing the why and how of peer conferences, you might reasonably expect that the book provided a somewhat definitive guide for peer conference rationale and design.

Not so.

I’m still proud of how well Conferences That Work lays out the fundamental reasons for the importance and value of peer conferences. However, it turned out that the implementation sections, adequate for their day, had some important gaps and limitations. When it was published in 2009, my peer conference work exploded.

And, my goodness, I got feedback! It was great feedback. Clients critiqued the approaches I’d developed. Participants said, “Why don’t you do that this way?” It was scary but exciting because much of the feedback included great ideas.

The result was that I wrote two supplements to the book that I published in 2013 and 2015. They included everything I’d learned from my clients that improved peer conferences. I made them free to download. It seemed the least I could do.

Getting thoughtful specific feedback

This doesn’t happen very often. But last week I received a long email from a client whom I’d consulted a couple of times on the design of her organization’s online conferences. After sharing that “our second peer conference was even better than our first” she gave details of “three tweaks…that worked really well for us”.

Her process changes were extraordinarily well-described, creative, and innovative! So good, that I expect to write about them on this blog soon.

Feedback like this is a gift that helps me improve my craft.

4—My clients get me more work

During my 20+ year IT consulting career, word of mouth generated all of my work!

Today, because consulting on meeting design and facilitation is a niche practice, marketing via sharing my website posts with subscribers and on social media has also become a significant source of new clients. When potential clients visit this site, they can view my sample client list, assuring them I have credible authority as a consultant.

5—My clients pay me for work I love to do

Yes, I do pro-bono work (e.g. industry education). And I’m happy to discuss innovative ways of getting paid. (No, not by “exposure”.) But, otherwise, my clients pay me for work I love to do.

How cool is that!

Thank you

Finally, I also want to thank everyone who isn’t a client (yet) who has given me feedback over the years.

That includes the ~2,000 folks who have commented on this blog, my professional friends and colleagues, in person and on social media, and tens of thousands of participants who have supported my work and continue to help me learn and grow.

Thank you.

I’m grateful for you.

Never Run Out of Ideas: Lessons Learned from Writing 1000+ Blog Posts

If you’d told me back in 2009 that by 2024 I’d have written over a thousand blog posts for this website, I’d have told you you were crazy. (I’ve published 827; the rest are drafts, but still.) I’d have thought I would have run out of ideas years ago.

Then the other day, I was flipping through Jerry Weinberg‘s book “Weinberg on Writing – The Fieldstone Method“. I remembered what Gabriele Rico, author of the best-selling “Writing the Natural Way“, called “One of the best lines of Weinberg on Writing, and one every writer should commit to memory.

“I may run out of ideas, but I’ll never run out of new combinations of ideas.”
Jerry Weinberg, “Weinberg on Writing – The Fieldstone Method“, Chapter 16, Putting Your Subconscious to Work

Jerry’s book uses frequent analogies to building fieldstone walls.

How not to run out of ideas: Stone Wall GIF by JC Property Professionals

Every stone-built wall is unique because you build it from a unique combination and arrangement of stones. Even using the same set of stones, you can build thousands of unique walls by stacking them differently.

The same is true of creating unique combinations of ideas. As Jerry said about his famous book The Psychology of Computer Programming, written over 50 years ago and still in print: “…it’s merely a putting-together of computers and people, two topics that had previously been considered separate”.

My posts, like conferences, are containers for ideas. Yes, I do have new ideas regularly! Yet, on review, many of my posts combine core ideas about meeting design, facilitation, facilitating change, consulting, personal effectiveness, the meeting industry, leadership, and marketing in novel ways.

“I may run out of ideas, but I’ll never run out of new combinations of ideas.”

It works for me!

Attribution: Stone Wall GIF by JC Property Professionals via GIPHY

Cultivating Respect in Facilitation

Through attending decades of Vermont Town Meetings, I learned that effective facilitation requires respect.

For over two hundred years, my little hometown of Marlboro, Vermont, met at least once a year for “town meeting”: a form of local government where every eligible resident can directly participate in town governance.  At our main annual town meeting, we discussed and voted on published agendas that included the town and school budgets and many other articles. Debate, facilitated by a town moderator, was common, people made amendments and voted on them, and the meetings (one for the town and one for the school) could last most of the day.

Photograph of people filling the Marlboro (Vermont) Town House for the 2012 Town Meeting. Photograph by Zachary P. Stephens/Reformer
People filling the Marlboro (Vermont) Town House for the 2012 Town Meeting. Photograph by Zachary P. Stephens/Reformer

In my experience, though people in the room had different points of view, town meetings worked as well as they did because our town moderator respected everyone present and, for the most part, town residents respected each other. We remembered that the folks around us were our neighbors. They were people who, if we needed help, would be there for us despite our disagreements about politics and other issues. Sometimes votes wouldn’t go how we liked, yet we shrugged and moved on.

We could listen and make (sometimes) painful decisions because our moderator modeled respect and we respected each other despite our differences.

Facilitation and respect

Effective facilitation requires respect. An image of two women facilitating a group of participants standing in a well-lit meeting room.

So, how can we cultivate respect in facilitation?

As a facilitator, I sometimes struggle to keep my opinions of the sayer and what’s said and the sayer to myself. It can be hard to shut up and listen when facilitating, and I’m occasionally tempted to offer unsolicited advice.

However, I’ve learned that listening is a gift you can’t fully give when you don’t respect the person you’re listening to. Effective facilitation is inherently rooted in showing respect to each individual involved. A facilitator needs to respect diverse perspectives and honor the contributions of each participant. This involves active listening—truly tuning in to what others are saying without judgment or interruption.

Respectful facilitation also involves fostering inclusivity and fairness. It means ensuring everyone has an equal opportunity to speak and participate, regardless of status or background.

In essence, effective facilitation is a delicate dance between structure and empathy, where respect serves as a guiding principle. When participants feel respected, they are more likely to engage authentically, share ideas openly, and collaborate productively.

A perspective from meditation practice

Meditation practice can teach us how to cultivate mindful respect. Recently, one of my meditation teachers, Narayan Helen Liebenson, has been speaking about respect from a Buddhist perspective.

One concept she shared is “loosening judgment”. We continually interpret our sensed experience. When this involves listening to others, we may judge them or what they say. Some form of judgment is, perhaps, inescapable, but when we notice it we can practice loosening judgment: moving away from judgment and towards direct experience of another.

She also described performing an “inner bow“. This is a way of honoring either another or oneself, a conscious intention derived from an external act of respect: the act of bowing to another.

Ultimately, such language only points to the action to convey. Listening, loosening judgment, or performing an inner bow are ways to treat others with respect. All of these actions are intertwined and reinforce each other in the process.

Postscript

Marlboro abandoned traditional town meetings at the start of the COVID pandemic in 2020. My town has not readopted them, though many Vermont towns still practice this form of local government. We’ve switched to voting on articles via Australian ballot so there are no more large spring gatherings, debates, or amendments. I appreciate that our new form of government allows all eligible residents to vote, rather than only those who attend an in-person meeting. But I miss meeting with townsfolk and discussing our town’s direction and future together.

No matter our differences, I hope we continue to respect our neighbors, in the same way effective facilitators respect those with whom we work.

Photograph attribution: People filling the Marlboro (Vermont) Town House for the 2012 Town Meeting by Zachary P. Stephens/Reformer.

A calendar of peer conferences

Since 2009 I’ve maintained an informal calendar of peer conferences (aka unconferences) on this site. It’s informal because I only list events I hear about, a minuscule fraction of the unconferences people hold every day. Even so, the calendar lists hundreds of events.

Currently, I add a few peer conferences a month. For example, as I write this the May 2024 listing includes an online peer conference and in-person events in Vienna, Austria; Raleigh, North Carolina; and two in Nepal.

For fun, I extracted a sampling of geographic locations from the calendar and plotted them on a Google map. Click the image below to view the detailed map.

As you can see, peer conferences take place all over the world!

World map of major geographic locations of some of the tens of thousands of peer conferences
World map of some major geographic locations of peer conferences listed in the Conferences That Work peer conference calendar. Click on the map for details.

Who holds peer conferences?

Look at the calendar to see the fascinating variety of communities that hold peer conferences. Some groups, like software developers and testers, are big fans, and it’s interesting to see how often finance, healthcare, and food industry professionals, as well as religious groups, universities, and small businesses hold unconferences.

It’s also amusing to see groups you might not even know about who hold peer conferences. Associations for casino security, veterinarians, voiceover coaches, independent gardening stores, makers, builders, attorneys, teachers and education, sports commissions, product managers, cybersecurity, transportation, and many other communities of interest are listed. And then there are plenty of unconferences focussed on social and cultural issues, like leadership, DEI, the environment, peace work, political movements, good government, animal welfare, veterans rights—the list goes on!

Why I do this work

The incredible diversity of communities, organizations, and businesses that use participant-driven and participation-rich event formats is astounding. This calendar provides strong evidence that any group with something in common who wants to connect and learn can benefit from peer conference designs. As a perpetually curious person, I love the hundreds of opportunities I’ve had over the last few decades to learn about many kinds of communities, topics, and issues and the people who grapple with them.

Seeing how peer conference designs benefit these folks when they come together warms my heart.

That’s why I keep doing this work.

P.S. Do you want to let me know about an upcoming peer conference? You can submit information about it here. [Please note: This is not a calendar for conventional meetings or events that are marketed as an “unconference” but consist of prescheduled sessions. Don’t waste your time, or mine, submitting such meetings; they will not be listed!]

Unexpected experiences of awe

If you saw the solar eclipse on April 8, 2024, you surely felt an experience of awe. Even if you weren’t in the path of totality—at my home we were at 96%—it was an awesome experience.

experience of awe: a photograph of Adrian Segar (on the right) and others enjoying the near-total solar eclipse in Marlboro, VT, on April 8, 2024
The author (on the right) and others enjoying a near-total solar eclipse on April 8, 2024

The eclipse could hardly be called unexpected; it had been predicted for hundreds of years. During the weeks before the event, a storm of media attention made it virtually impossible for anyone in its path to be unaware of this awesome event.

So let’s remember, that for every expected experience of awe, there are countless opportunities for unexpected experiences of awe.

If we are open to them.

An unexpected experience of awe on an airplane flight

I was flying home from a conference in Phoenix when I had an experience of awe. No, I didn’t see a breathtaking sunset, the moon’s shadow racing across the earth as an eclipse began, The Grand Canyon, or the dazzling lights of a great city.

Instead, something amazing happened on my seat tray.

mystery and play: photograph of an airline seat tray with a clear plastic cup of ice water and a napkin. Photo attribution: Flickr user ineffablepulchritude

November 11, 2005, flying home from a Phoenix conference

The flight attendant didn’t hand me the cup of ice water but put it directly on my tray. As it left her fingers it slid smoothly across the slate blue surface, towards my lap. Simultaneously puzzled and anxious, I reacted instinctively, grabbing the cup an inch from the tray edge. A spill averted, I let go for a fraction of a second, and the cup started to slide again. Fascinated, I flicked the cup lightly with my fingers and found I could control its glide with the lightest of touch.

For a minute I played with my cup as a child, delighted by a mystery I did not understand.

Mystery and play!

Then a moment came when my inner scientist moved into consciousness and asked: “What is going on?”

I lifted the cup, and the mystery collapsed into understanding.

Under the base was stuck a tiny chip of ice.

I put the cup back down on the tray and played some more. But within twenty seconds the ice melted and the cup became ordinary, unmoving. My pants were safe from a spill, but the world had shrunk back to the normal, expected.

But for a minute, my fragile worldview that there are reasons why things happen, even if we don’t know what they are, disappeared. I played in a space of suspended belief.

I had an unexpected experience of awe.

And a tiny slice of wonder made my life a little richer.

Be open to unexpected experiences of awe!

I love moments like this. Have they happened to you? Share them in the comments below!

Parts of this post are adapted from “Mystery and play, and the suspension of belief” which I wrote in October, 2013.

An HT to Olivia Hoblitzelle, who inspired this post!

Photo attributions: Neighbor Cherrie Corey and Flickr user ineffablepulchritude

Why organizations fear connecting

Seth Godin points out that many organizations fear connecting because their leadership fears losing control. Even though the control they think they have is a myth.

“Organizations are afraid of connecting. They are afraid of losing control, of handing over power, of walking into a territory where they don’t always get to decide what’s going to happen next. When your customers like each other more than they like you, things can become challenging.

Of course, connecting is where the real emotions and change and impact happen.”
—Seth Godin, ‘Connect to’ vs. ‘Connect’

The importance of connection

A survey I conducted of attendees while writing Conferences That Work confirmed (as do many other meeting surveys) that the two most important reasons people go to meetings are to connect (80%) and learn (75%).

When I asked people why they went to conferences, the two most common answers were: (1) to network with others (80%) and (2) to learn (75%). Seventy percent of my interviewees mentioned both of these reasons. In addition, 15 percent told me that they were required to attend annual conferences to maintain their professional status.

Nevertheless, many conferences are structured like this.

fear connecting: photograph of a speaker on a stage lecturing to an disengaged audience

No one’s connecting here, except, maybe, a single speaker to his audience. The audience members aren’t connecting with each other at all.

To create connection, conferences need to be structured like this.

Photograph of a small group of people in a sunlit room. Three people are standing, the rest sit gathered around a set of tables pushed together. Several flipcharts are full of writing. People are talking, listening, and taking notes.

Here, we see people gathered together, talking, listening, and taking notes. Active learning, rather than passive reception of lecturing, is the model. Active learning is a better model for meetings because it builds connection around meaningful learning.

An organization that fears connecting:

  • Employs hierarchical meetings and events, controlling what happens by using a predetermined agenda of broadcast-style lecture sessions.
  • Creates a fundamental disconnect between the wants and needs of the staff and/or members and the structure of its meetings and conferences. Events that provide connection-rich sessions, allowing participants to discover their tribe and determine what they discuss, are anathema.

“Connect to” is a goal; “connect” is a verb

Seth again:

“An organization might seek to ‘connect to’ its customers or constituents…That’s different, though, than ‘connect'”

Some organizations try to obscure their control-based culture by asserting their goal is to “connect to/with” their clients. There’s plenty of plausible-seeming advice available along these lines; e.g., “How to Connect With Customers” or “5 Ways to Connect With Your Client“.

However, this goal attempts to disguise a desire for control. The leadership wants to control how the organization will “connect with” customers. Such a goal is a one-way street. It ignores the reality that, for healthy relationships, connection is a two-way process.

In contrast, a functional organization makes it easy for customers to connect about their wants and needs.

Connection is no longer a goal (noun). A functional organization connects (verb). In the same way that change is a verb, not a noun.

Creating exceptional connection—and organizations

Exceptional organizations take connection to an even higher level. They facilitate connection between their constituency members, supporting the creation of tribes.

Seth, once more:

“When you connect your customers or your audience or your students, you’re the matchmaker, building horizontal relationships, person to person. This is what makes a tribe.”

Tribes—self-organizing groups bound by a common passion—are the most powerful spontaneous human groups. Tribe members pour energy into connecting around their purpose, which leads to meaningful, powerful action. Having them associated with and supported by your organization reaps substantial rewards for everyone involved.

Seek out and create organizations that don’t fear connecting.

You’ll make your world and the world a better place.