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How can we successfully work with others for change and action?
During the last eight months, I’ve been striving to save a tiny liberal arts school, Marlboro College, from closure. I’ve felt compelled to do this work, not only because the school sits at the heart of rural Marlboro, Vermont, where I’ve lived since 1978, but also because I taught there for ten years (1983-1993) and have a deep affection for the College’s rare form of education.
Someone could write a book about the twists and turns in this struggle, but it won’t be me. Instead, I’m going to share three criteria I uncovered about how to successfully work with others for change and action. When I say “successfully”, I’m not talking about whether “my” side won or lost. Rather, these are pragmatic criteria that can make the process of working with other people on a social or political goal somewhat easier and more productive.
1. Be sure that fundamental motivations are aligned
Attempting to work collaboratively and fruitfully on a complex issue? Take a little time to find out whether your potential collaborators share the same fundamental motivations as you!
It’s tempting to quickly accept any offer of help. At first, all seems well. Sometimes, though, it turns out that a potential collaborator who shares your goals has fundamentally different motivations. I’ve learned that when peoples’ motivations aren’t sufficiently closely aligned, friction and disharmony eventually surface.
When this occurs, you’ll realize that a significant amount of the time and effort spent building the collaborative relationship has been fruitless.
Of course, no two people have exactly the same motivations to work together on a project. Minor differences are often irrelevant, or resolved quickly. Deciding whether fundamental motivations are aligned, therefore, is ultimately a judgment call. However, ignoring motivational differences, no matter how severe, is a recipe for disappointment and frustration.
2. Check that people are willing to work
Watch out for folks who are quick to share opinions about what should be done, but always leave the work they propose to others.
For example, during our campaign, many people made suggestions about legal grounds to sue those planning to close the school. Their ideas were plausible on the surface (certainly to a non-attorney like me). But they never offered to contact an attorney and discover whether there was indeed a legal case to make.
Those of us who did spend significant time talking to attorneys discovered that most of the proposed ideas were not good ones. Because we didn’t want to telegraph our legal strategy, it was difficult to openly repudiate the suggestions. The spate of proposals continued.
Ideas are welcome. Some supporters with good ideas simply don’t have sufficient free time to work, and that’s fine. But ultimately, someone needs to do the work of researching the plausibility of ideas and turning them into action. You may need to tolerate those who frequently opine without offering to do the work — but don’t spend too much time appeasing them.
3. Be able to work well with others in the group
There are numerous ways that folks who share common goals and motivations and are eager to work can still fail to collaborate successfully. I’ll mention a couple here.
One interesting requirement is a nuanced appreciation of confidentiality. When you’re working in an informal fluid group, you need to have a clear communal understanding of whom to trust with what. In my experience, some people don’t grasp the need for this, and don’t think through the consequences of passing on information given to them in confidence. Though I’m sure everyone’s made this mistake one time or another (I certainly have), someone who routinely breaks confidentiality is not a prime candidate for successful collaboration.
Personality clashes can be another collaboration breaker. For example, over the last eight months, a few people who had useful expertise and experience became more trouble than it was worth to work with because they unpredictably blew up at group members. Dealing with their outbursts significantly reduced the limited time working group members had available. Consequently, there was a reluctant but necessary passing of the ways.
Conclusion
There are, of course, many other factors involved in facilitating large-scale change. Even when a seemingly coherent group forms to address important issues, it still can be difficult to work with others for change and action. I hope the three criteria shared above help you use your energy for social and political activism more productively.
I’ve been noticing a strange trend, ever since COVID-19 caused just about all bread and butter meetings to vanish. Suddenly, people are calling the meetings we’re holding these days virtual meetings.
I’m sorry, but when I think of a virtual meeting, this comes to mind…
…together with content like this…
Now, before I get a storm of protests from dedicated Second Life fans, let me be clear that I’ve nothing against anyone who enjoys time in virtual worlds.
And if your meeting is using holographic telepresence to bring in a presenter or two, perhaps virtual is the right term.
Otherwise, I think there’s a better word to use. But let’s explore using virtual for a moment.
“Not physically present as such but made by software to appear to be so.”
“That may be so called for practical purposes, although not according to strict definition; very near, almost absolute.”
I can’t really quibble with the application of the first definition, but the second reminds us that virtual also means “almost”, with the unsaid connotation that “virtual” isn’t so good.
Why the rise of the phrase “virtual” meetings?
I think meeting industry people are using “virtual” to describe Zoom/Teams/BlueJeans/WebEx meetings these days because we are upset that our traditional meetings, together with our livelihoods and useful expertise, have largely disappeared overnight.
We were and are proud of the meetings we created and ran. “These internet-enabled meetings just aren’t the same!” (And we’re right, they’re not.) And we’re feeling a mixture of grief and anger that they’re gone right now.
As a result, it’s tempting and understandable to use a term like “virtual” to describe what’s taken their place. We feel a little better, because “virtual” meetings aren’t really quite as good as the face-to-face events we’ve been holding for years.
‘I wish we came up with a better name. The dictionary definition of “virtual” refers to something “simulated or extended by computer software,” while I associate the word with “that which is not real.” The “virtual” in “virtual events” makes the category seem mysterious. When something is mysterious, it’s easy to put it aside or pay less attention.’ —Dennis Shiao
… and a recent thread on MECO with Mike Taubleb, Rohit Talwar, me, Sue Walton, Naomi Romanchok, Michelle Taunton, MaryAnne Bobrow, and Gloria Nelson.
The term I think we should use
First choice: Online
Let’s (continue) to call them Online meetings! I say “continue”, because currently, online is the most popular adjective used on the internet (~1.5 billion Google hits). Everyone knows what online means: Zoom or Teams or BlueJeans or ON24 or …
Second choice: Digital
Digital is pretty descriptive (and is the second most popular adjective used: ~1.4 billion results), but to me it feels a little ambiguous. Digital could stand for Zoom or a Slack channel or Second Life or …
Not my favorites
I’d like people to stop using virtual, for the reasons shared above. (It is also less popular than the two previous terms: ~1.1 billion hits.)
Also, let’s avoid livestream for meetings that involve any interaction. I think to most people, livestream means one-way communication (think streaming a movie or music), not something that’s interactive. If you’re hosting an interactive online event, “livestreaming” seems misleading. If, however, you’re broadcasting a meeting without any interaction from the online participants, livestreaming is an appropriate description.
And what should we use for traditional meetings?
If you’re actually meeting in a room with people (let’s hope we get to experience that soon!) I prefer in person, in-person, or face-to-face. What’s the difference between the first two? “In person” is an adverb, and “in-person” is an adjective. So we hold in-person events in person. Get it?
Oh, and let’s not forget hybrid
Finally, hybrid is a useful and specific descriptor for meetings that have both in-person and online components. We’ve had hybrid meetings for years, and I predict their popularity post-pandemic will only increase.
Conclusion
The grammar police don’t always win! My opinion may make no difference — but at least I’ve shared it. What do you think? Share your favorite meeting adjectives in the comments!
Virtual photo and description attribution: Flickr user Lilith
If you can’t hang out with people in person, how can you best meet up with your tribe online? That’s the selling proposition for a host of new platforms that have sprung up over the last few months: creating a compelling online incarnation of the traditional conference socials we all know and love (or hate). Last week I got to try out a couple of these new platforms, so I thought I’d write a Gatherly versus YoTribe review.
A maximum of around thirty people were present at any one time at the Gatherly test event, which I set up. I estimate there were around a hundred folks at the YoTribe event, which was organized by Anh Nguyen.
First, some context…
In-person conference socials
Imagine an in-person conference social. <sings>”It isn’t hard to do.”</sings> You enter the room and look around to see who’s there.
Perhaps you see people present whom you know. So you go over to them and say hi, or perhaps join a conversation they’re having with others. Perhaps you don’t recognize anyone. So you have to bravely sidle up to someone or a group and introduce yourself. Or insinuate yourself into a conversation. Perhaps you know there are people present who you’ve met online, but short of sneaking a look at everyone’s badge, there’s no easy way to find them.
During the social, you usually have multiple conversations with different individuals and groups. You move from one conversation to the next, as you and others desire. You may meet folks with whom you want to have a private conversation, so you go somewhere you’re unlikely to be interrupted.
These are the processes we take for granted at an in-person meeting social.
The inadequate networking functionality of most online meeting platforms
These days, we can network online via group messaging/text chat, audio chat, or video chat. (OK, yes, virtual reality has been available for a while too, but it hasn’t really taken off.) Just about all online meeting platforms now include traditional webinar style video conferencing, and many offer Zoom-style main room and breakout room meetings.
Many online meeting platforms tout their “networking” capabilities. When you look at the specifications, however, the majority offer only text chat! Some provide one-to-one networking via private video chat. And some describe their capability to support multiple video breakout rooms as “networking” — but this is disingenuous.
As anyone who’s tried to use Zoom breakouts for networking knows, the big barrier is that once someone’s entered a room, they can leave it to return to the main Zoom meeting but they can’t then move themselves to another breakout room. (Unless you make everyone a co-host, which is not a good idea for a meeting of any size, since a careless or malevolent co-host can cause havoc.)
Even if an online platform allows users to move between multiple breakout sessions, you still won’t experience something close to an in-person social. That’s because breakouts are fixed platform units that have to be set up in advance. There’s no easy way for three people, say, to decide they want to video chat about something amongst themselves for a few minutes, and then spontaneously split up and meet others.
Online conference socials using platforms like Gatherly and YoTribe
Online social platforms like Gatherly and YoTribe provide an experience much closer to that of an in-person social. They do this using a map interface that shows individuals or groups of people scattered around a room or rooms. When you join a social on one of these platforms, you find yourself as an name or photo on the map. You move around the map by simply clicking where you want to go.
If you move near another person’s name or picture, you’re automatically connected to them by video chat. If you move into one of the circles on the map — colored in the YoTribe screen shot above, or numbered (so-called “huddles”) in the Gatherly image below, you’ll automatically join a video chat with everyone in the circle/huddle. Finished chatting? Click on the map to move somewhere else to join someone else or another conversation! Or click on the map away from everyone else so you can answer that phone call you just got.
That’s the basic interface. All such platforms provide this birds eye view of the positions of everyone in the social and the same mechanism to move around and meet others. Of course, each platform does this a little differently, and they include additional functions, like text chat, which I’ll cover below.
Requirements
Setup on both platforms couldn’t be much simpler. Both are browser based, so there’s no app to download or software to install. Attendees are given a link and an (optional) password to join the social room.
Gatherly requires you talk with their sales staff to set up the meeting. This ensures they size your server correctly. They will give you a link to your room that you can distribute to attendees. Gatherly requires you to use the Chrome browser.
YoTribe can be set up without any input from a YoTribe human. Get your own room from the button on their home page! Once you have your room, you can set up a room background (see below), set a room password for attendees. You can also set up an “icebreaker question”, though I’m not a big fan of these.
Meeting size and conversation group size
How many people can be in a single meeting while supporting multiple on-the-fly group conversations? And how many people can be in a single on-the-fly video chat?
These are key questions!
Just eight years ago, public platforms that provided a stable video chat with a mere ten people (think Google Hangouts) were state of the art. Today, we take this kind of technology for granted. But supporting multiple constantly-reconfiguring video chats for hundreds of people is hard, and costs money.
Most platforms today use open source WebRTC technology, the availability of which allows small companies like Gatherly (a handful of computer science students in Atlanta, Georgia) and YoTribe (a few techies in Berlin, Germany) to create a pretty impressive fluid video chat infrastructure.
In my opinion, the one-to-one private video chat provided in several other online meeting platforms is not sufficient to offer an intimate and fluid social experience. This is a key differentiator for platforms like Gatherly and YoTribe.
Gatherly size issues
Gatherly asks meeting owners to provide the maximum number of people who will be in the room and the largest group video chat size desired. They then host your meeting on a server that can handle the required load. In a test meeting last week, Gatherly comfortably handled spontaneous video chats with ~15 people. This seems more than enough capability to me.
YoTribe size issues
Currently, YoTribe has a different approach. One of the YoTribe founders, Leonard Witteler, explains: “As thousands of participants join a room, we split the room into many areas and serve the smaller areas from a properly load-balanced backend.” In our test last week, YoTribe ran into problems with groups larger than about ten people. Since there’s no limit that can be set on a conversation group’s size, this could cause a problem any time a large number of people try to video chat with each other.
YoTribe’s effort to create a platform that automatically scales to handle varying loads is impressive. The automatic addition of “areas” — each restricted to a maximum of 36 participants in our test last week — as the number of participants grows is an ingenious approach to mitigating the increased demand on the video chat servers they employ. However, such a system needs to fail gracefully when its limits are met. Given that we were able to stress YoTribe with about 100 participants in our test event, currently I’d prefer a platform like Gatherly with known, preset limits that will handle a predetermined load for a production event.
Gatherly versus YoTribe features
There is one minor nomenclature difference between Gatherly and YoTribe. Gatherly calls video chat groups “huddles”, while YoTribe calls them “circles”. Both platforms allow attendees to mute their microphones and turn off their cameras as needed.
Neither platform has much in the way of documentation. That’s probably because the developers are constantly adding new features. Luckily, both interfaces are simple enough that it’s not hard to figure out how they work, though it took me a few minutes, which could disorient and discourage some first-time users. Adding a short, skippable tutorial for attendees to view before entering the room would be a nice addition.
Interface
There are numerous small but sometimes significant differences between the interfaces of the two products. I will concentrate on what I noticed that’s important to me.
Map interface
Gatherly shows individual attendees on the map by name. It displays current huddles as circles with numbers inside, the number representing the count of people in that video chat. Moving your cursor over a huddle shows a list of the names of everyone in it. This is an intuitive interface that makes it quite easy to find specific people in the room: they are either shown by name outside the huddles or one can “search” the huddles by moving your cursor over them.
YoTribe shows individual attendees as pictures, selfies that are taken by the attendee’s webcam before they enter the room. This is great if you recognize most of the people present. If you don’t — my experience at most events — you’ll need to hover your cursor over each image to see their name. This is time consuming if there are many people present. In addition, I didn’t find any way to discover who was in a circle other than joining it and scanning through the participants.
I found Gatherly far easier to use to find specific people, or browse who’s present, than YoTribe.
YoTribe does have one extremely useful feature. The room host can upload an image that replaces the blank room map (see example below).
By creating an appropriate image, you could designate portions of the room as numbered or named breakout rooms, exhibit booths, etc. Gatherly provides this functionality as a service on request. In my opinion, Gatherly should follow YoTribe’s lead and make map customization completely under host control.
Video chat
Gatherly has a Zoom-gallery-style video chat display. As the number of people in the huddle increases, the video windows get smaller, keeping everyone visible. This worked well during our test event.
In addition, Gatherly has what I’d argue is an essential feature that YoTribe lacks: the ability to lock a video chat at any time so no one else can enter. This allows two or more people to have a private conversation. Private conversations like this are impossible in YoTribe, which allows anyone to suddenly join a video chat circle at any time
YoTribe shows circle chatters in a strip at the top of the screen, like Zoom’s webinar view. In practice this means that circles with more than five people can’t display everyone on screen simultaneously. As a result it’s hard to tell who’s speaking in a large circle, and because people can arrive and depart at any time, you’re never quite sure who’s present.
YoTribe does offer an option to share your screen with others in your current circle, which could be useful though there doesn’t seem to be a way to zoom the image to full screen.
Text chat/messaging
Gatherly includes a simple text chat interface that allows you to see the names of everyone present, message another person, or message everyone in your current huddle.
YoTribe text chat includes the above functions, plus a broadcast chat mode that allows attendees to send a message to everyone. Gatherly needs to implement this! Message notifications in YoTribe are easily overlooked though; the only indication is a small yellow circle in the chat window and chat icon.
Pricing
Currently YoTribe is free! (I suspect this won’t last, so enjoy it while you can.)
Gatherly is currently using a $x/head pricing model, where x depends on the size of the event. Right now, I suspect they might be flexible. They were kind enough to offer me a free test event last week.
Quick comparison with Remo
Remo is another platform that offers multi-person, map-based video chat (and a lot more besides). I’ve only seen a brief demo of the product so I don’t feel qualified to provide a review here. The map is much prettier than Gatherly’s and YoTribe’s, and uses a set of various table sizes as a metaphor for conversations. It’s noteworthy that the pricing for Remo is based on the maximum number of attendees, meeting duration, and seats available at a table (currently 4 {$50 – $150/month} or 6 {$400 or $900/month}). This highlights the significant costs for providing the kind of server power needed to support fluid on-the-fly video conferencing.
Security
Gatherly says they use Amazon Web Services servers and end-to end encryption. They do not have access to any audio or video data; it’s briefly held to transmit it, but they do not store it, and employees do not have access. They offer password protection of rooms, and can include a waiting room (I did not see this) for you to vet attendees before they join. Finally, they provide “Kick and Ban features to ensure troublemakers stay out of your event”, which I didn’t see either.
YoTribe also allows a room password. Only guests who are in your circle can participate in your conversation; no one in the room can be invisible to you. Like Gatherly, YoTribe says it does not have access to any audio or video data; it’s briefly held to transmit it, but they do not store it, and employees do not have access.
Conclusions
On balance, I prefer the Gatherly experience to YoTribe, though both platforms are useful and solid enough for small events. YoTribe has a more party-like feel, which could be a good fit for a group that mostly knows each other. Gatherly does a better job, in my opinion, of creating an experience closer to that of a friendly conference social.
However, your needs are likely different from mine, so I’ve summarized what I see as the advantages of each platform below.
Gatherly advantages
Being able to lock a Gatherly huddle, so you can be sure of a private conversation is a big plus.
Gatherly’s Zoom-like video gallery view inside a huddle works well, allowing you to see everyone present. YoTribe’s scrolling strip of video windows only shows a fraction of the people in a large circle, and it’s difficult to figure out who’s there and who’s speaking.
Given YoTribe’s unpredictable loss of video chat functionality, I prefer to have Gatherly’s predetermined limits on event and chat size, allowing the platform to provide adequate power to reliably support the meeting.
I prefer Gatherly’s map interface to that of YoTribe. YoTribe’s attendee photo icons are great if you recognize most people. But seeing names moving around the map is more helpful in general. In addition, Gatherly’s ability to show you the names of the people in a huddle just by hovering your cursor over it is much more informative.
YoTribe’s advantages
For now YoTribe is free, and Gatherly costs $!
A YoTribe room can be set up and used without any communication with YoTribe, while Gatherly requires you talk to their sales staff first.
YoTribe has broadcast text chat, which Gatherly did not, though I’m told it will be added any day now.
YoTribe creates new rooms automatically when the number of attendees in any room exceeds 36. Gatherly says they will soon have a fixed room feature too, with “elevators” that allow you to move to a different floor (see the image below). I think this will likely provide an easier to navigate social meeting than YoTribe’s extra-room-on-the-fly approach.
Unlike Gatherly, YoTribe allows the host to upload an image file to replace the blank map where attendees roam. This is a very useful feature. I hope that Gatherly implements it soon.
Final words…
I hope you’ve found this Gatherly versus YoTribe review useful. I know that Gatherly is being constantly updated. It wouldn’t surprise me to learn that YoTribe developers are hard at work as well. So reviews like this are a moving target. Please share your experience with these platforms, new features, and things I’ve missed in the comments below!
Part 1 of this series of posts gave an overview of what’s involved in implementing participant-driven breakouts in Zoom, and Part 2 explained how to prepare for The Three Questions.Part 3 describes how to run them using Zoom breakout rooms, and Part 4 covers how to create an optimum conference program. Read them before diving into this post!
This post, Part 5, the last in this series, explains how to run your peer conference using Zoom breakout rooms.
Overview
Once you have developed and distributed your conference program, as described in Parts 1 – 4 of this series, it’s time to run it!
You’ll use the same procedure for every conference time slot. First create breakout rooms for the peer sessions scheduled in the time slot, and then name each room with a number and session topic.
Currently, Zoom has no easy mechanism for participants to move from one session to another. So it’s best to share the conference program with participants in advance, and, for each time slot, ask them to pick the session they want to attend. I’ll describe the simplest (and most common) way to do this below.
Right before each session time slot, participants are assigned to the Zoom breakout room associated with their chosen session. Once this is done, the breakout rooms are opened and the sessions commence.
At the end of each session, participants return to the main Zoom meeting, and indicate their choice for the next set of sessions. After renaming breakout rooms with the next set of session topics, the cycle repeats.
Moving between breakout rooms
At in-person conferences, participants are normally free to leave a breakout session and move to another one.
At an online conference using the Zoom platform, once participants are in a specific breakout room/session, they can only leave the room and return to the main Zoom meeting. They cannot move themselves to another breakout room unless they have been given co-host status in Zoom.
Although one could give all participants co-host status so they could move themselves to different sessions, I don’t recommend it. Co-hosts have a lot of power in a Zoom meeting, and one malicious or careless participant could really mess up your meeting.
One big advantage of peer conferences is that opening with The Three Questions leads to conference programs that are much more likely to reflect participants’ genuine wants and needs. As a result, moving between simultaneous breakouts is relatively rare at in-person events.
Nevertheless, people will occasionally want to move to a different session during a time slot. (The most common reason, in my experience, is that they chose or were assigned to the wrong breakout room by mistake.) As a result, while you’re running sets of peer sessions, you’ll need to keep a staff member stationed in the main Zoom room. This person should have co-host status, so they can reassign participants who return to the main meeting from a breakout room and ask to join a different session.
Preparing participants to choose their desired session
Before each set of sessions begin, one of your staff (a Zoom host or co-host) creates a set of breakout rooms that match the peer sessions about to be held. Since you’re going to assign participants to specific rooms, pick the Manual option when creating the rooms.
While creating breakout rooms, provide participants with a numbered list of the breakout sessions for the time slot (see below). If you’re using Miro, add session room numbers and export or screenshot the relevant portion of the conference program.
To keep everyone in Zoom, I suggest having a host or co-host display the list, using screen sharing in the main Zoom meeting.
Now it’s time for participants to pick the peer session they want to attend. While they’re all present, display the current session choices and explain that to assign them to the correct session they’ll edit their display name to add the breakout room number in front of their name. Give them an example: e.g., “If I want to attend the Data Security session next, I need to change my name from Adrian Segar to 2 Adrian Segar.”
This is a common technique these days, and many people who are familiar with Zoom know how to change their Zoom meeting name while in the meeting. However, since some participants won’t know how to do this, provide instructions like these:
How to change your screen name on a PC during a Zoom meeting
1: Click on Participants in the Zoom toolbar at the bottom of your screen.
2: Hover the mouse pointer above your name until you see the option to select More.
3: Once you see it, click on it and select Rename.
4: Enter your desired name in the text field and click Rename to confirm your selection.
How to change your screen name on a mobile device during a Zoom meeting
1: If the toolbar isn’t visible, tap on the screen to display it. Tap Participants to bring up the list of meeting participants.
2: Find your name on the list and tap on it.
3: Tap Rename, enter your desired new name, and tap Done.
Have participants choose their peer session breakout rooms
Once participants understand how to change their Zoom name to indicate the breakout session they want, have a staff member monitor the name changes on the Zoom Participants list, and assign them to the correct room. Make sure that session leaders are present and assigned to the correct room before proceeding. Sometimes there are a few people who don’t add their room number to their name. Have another staffer contact them by text chat or directly in the Zoom meeting, to check whether they need help. If there’s anyone who can’t figure out how to change their name, ask them which session they want to join. Pass the participant’s name and desired session to the breakout room assigner.
Explain to participants that if they wish to leave the session they’re in, they should click Leave Room. This will bring them back to the main room meeting, where a staffer can move them into another peer session.
Start a set of peer sessions
Before opening the Zoom breakout rooms, check the Breakout Room Options, which should look like this. (You can change the countdown timer setting if desired.)
You’re ready to start the set of peer sessions! Tell participants they are about to be moved to their desired session, and click Open All Rooms.
Ending a set of peer sessions
Five or ten minutes before the sessions are scheduled to end, let everyone know how much time is left in the session. Do this by clicking Breakout Rooms in the Zoom toolbar. Then click Broadcast a message to all, enter your message and click Broadcast.
A minute before the sessions are over, click Breakout Rooms and then click Close All Rooms. In a minute or less, everyone will be back in the main Zoom meeting.
Do it again!
Repeat the above process for each set of peer sessions until all sessions have been run.
To create a fresh set of breakout rooms, click Recreate and then Recreate All Rooms in the Breakout Rooms window.
shown how to run your peer conference using Zoom breakout rooms (this post).
A final point. As you know, peer conferences use the conference arc design, which includes closing process that’s tailored to the wants and needs of the meeting stakeholders (here’s an example). I haven’t covered this important conference phase in this series, but you should spend time thinking about and designing appropriate closings for your online event. Perhaps I’ll write more about what this might look like, and how it can be implemented online in a future post.
If you’ve been planning to implement participant-driven breakouts in Zoom, I hope this series has been helpful. As always, I welcome your thoughts, questions, and suggestions in the comments below.
Part 1 of this series of posts gave an overview of what’s involved in implementing participant-driven breakouts in Zoom. Part 2 explains how to prepare for The Three Questions, and Part 3 explains how to run them using Zoom breakout rooms. Read them before diving into this post!
In this post (Part 4) I’ll cover Step #2 — how to process the participant information uncovered in Step #1 to create an optimum conference program. Part 5, the last in this series explains how to run your peer conference using Zoom breakout rooms.
Creating and convening your conference program group
By the end of The Three Questions (see Part 3), your scribed Google document contains a rich list of your participants’ desired and needed topics, issues, and current challenges. Now it’s time for a small conference program group of conference leaders and subject matter experts to use participants’ answers to the Second Question to create an optimum conference program. (Part 1 lays out options for your participants while this is going on.)
Make sure your small group contains someone from each Three Questions breakout group. These people can identify participants in their group who have expertise, experience, or interest in leading or facilitating the sessions you choose.
The conference program group can meet in a variety of ways. Perhaps participants are listening to a presentation while your small group meets in a Zoom breakout room. If attendees are taking a meal break, you can use the current Zoom meeting, and restrict attendance to the conference program group. Or you can simply set up a separate Zoom meeting for the small group to hash out the upcoming conference program.
Building your optimum conference program
The small conference program group needs a tool to review and organize the topics that participants have requested and suggested.
Tools for in-person meetings
At in-person meetings I use the process Post It! for Programs, described in Chapter 22 of my book Event Crowdsourcing. Read Chapter 22 to understand the detailed process I summarize in this post. (You may find Chapter 21, Peer Session Selection and Sign-up useful too.)
The small group starts with a wall of participants’ topics, written on large sticky notes. We clean up, cluster, and consolidate the topics, moving notes around and rewriting them as needed. The small group reviews and rates the results, and chooses the most relevant topics. Finally we find leaders and/or facilitators for these peer sessions, and then schedule them into an optimum conference program.
Tools for online meetings
Two tools that provide the above functions for online meetings are Miro and Mural. You can read a useful comparison of their features and user interface here. Miro has a free limited version, and Mural offers a free limited-time introductory plan. It’s worth upgrading to a paid plan for either of these products if you expect to use them regularly.
In this post, I’ll outline how to use Miro to collaborate remotely with your small group. I don’t know Mural as well, but you should be able to use it in a similar fashion. Even though the basic concepts can be quickly grasped, both Miro and Mural provide a rich variety of functionality. So you and your small group members should practice using them. Before the conference, give small group members a link to a “playground” Miro board where they can freely explore Miro’s frames, sticky notes, and tools.
Importing participant topics into Miro
Miro has a simple, though slightly obscure, way to import the topics from your Google doc into separate sticky notes. If you try the obvious approach —bulk copy all the topics and paste them directly into Miro — they’ll end up in a single block of text. Instead, open any spreadsheet program (e.g. Excel, Numbers, or Google Sheets) and paste the topics into the top left-hand cell. They will fill the left-most column, one topic per row. Now copy all these cells and paste them into Miro. Each topic will be added to a new sticky note, nicely laid out in a grid.
Here’s an example: the topic list shown in Part 3…
…turned into a set of Miro sticky notes via the above copy-paste-copy-paste process.
Cleaning up and clustering topics
Once you’ve created a board of imported topics, copy it to a new board for the small group to work on. (In Miro, click on the name of the board in the top left-hand corner and click “Duplicate”.) This keeps the original topics available for reference, if needed.
The next task is to review the topics and check that they’re clearly (or clearly enough) expressed. If a topic is unclear, rewrite the note or discard it. As you review the notes, notice themes and create a Miro frame for each one, plus a Miscellaneous frame for isolated ideas. Cluster topics by dragging sticky notes out of the original grid into the appropriate frames, as shown below.
The small group should have agreed conventions for working on the topic board and identifying and collecting sticky notes that eventually become peer session topics. There are many ways to do this. For example, you can:
Use a specific sticky note color to indicate a potential or definite peer session topic. (You can change the color of an existing note from its context menu.)
Create a separate frame for topics that will become peer sessions.
Create frames or a space on the board for topics and frames that have been reviewed and are not going to be incorporated into the conference program.
Determining the peer conference program
Use the process described in Chapter 22 of my book Event Crowdsourcing to determine the peer sessions you will offer, pick leaders and/or facilitators for each session, and schedule sessions into your conference program time slots. As you decide on each session, drag its sticky note into a “Peer Sessions” frame, as shown below.
In Miro, you can switch the type of a sticky note to a card. I recommend doing this for your chosen peer session sticky notes, since Miro cards provide you with a structured way to add data, like the names of session leaders, a long description, etc.
Distributing your peer conference schedule
As soon as you’ve created your peer conference schedule, distribute it appropriately to all participants. You could publish the schedule on your conference website, email it as a Google Doc, or supply it as a link in Zoom chat. Remember to also inform session leaders when their sessions will be held, and be available to answer any questions they might have. I also recommend distributing a version of the introductory handouts for peer sessions that are included in two of my books (Appendices 4 & 5 in Conferences That Work, or Appendix 6 in Event Crowdsourcing).
All that remains is to prepare for and run your online peer conference, which I’ll cover in the final post of this series.
Conclusion
First, a big thank you to the super-creative Liz Lathan of Haute Dokimazo for sharing with me how she collects and processes peer session topics online. Liz figured out how to use Mural to do this — the Miro process I’ve described above mirrors hers.
So far, in the first four posts of this series, I’ve:
how to create an optimum conference program from participants’ responses (this post).
The last post (Part 5) will describe how to run your peer conference program using Zoom breakout rooms.
Check back on this blog for future posts on implementing participant-driven breakouts in Zoom. To ensure you don’t miss the rest of the series, subscribe.
If you missed David Adler‘s & my closing keynote Leadership, Events, Shackleton, Survival, and Hope at Untethered2020, you can watch it at the end of this post. I’ve also included a lightly edited transcript, complete with timeline, so you can watch/listen/read as the fancy takes you.
David and I structured this session as an unrehearsed conversation, so it’s a little rough — but I think that keeps it fresh! It includes plenty of short videos and images that illustrate the points we’re making.
Leader in Events transcript
[0:00] David Adler DA: So, welcome Adrian! We’re here in front of this Untethered Conference; this is supposedly the end keynote, and I wanted to have a conversation with you.
This is a little bit of a mash-up of a couple of different concepts.
When I was a kid I did Outward Bound. I don’t know how many people out there did Outward Bound. It was one of the things that completely changed the way I thought about the world.
I was in 11th grade and I did this 26-day Outward Bound course; my grades went from C’s to A’s following this course. There was something about what Outward Bound did. It was outdoor wilderness training, an amazing experience that gave me confidence as a kid. It has been one of the things that has driven me through my entire life, and has made me look at conflict and look at things I couldn’t do and say oh my God maybe I can try that.
And it all comes down to that great Robert Kennedy quote:
“As he said many times, in many parts of this nation, those he touched and I still have to touch him. Some men see things as they are and say ‘Why?’, I dream things that never were and say ‘Why not’.”
And we are in this moment especially with what’s going on in the world today where we have to dream about why not. How do we change things, how do we do things? So this Outward Bound thing was really incredible.
So I want to bring you [AS] in on this discussion. I guess you are one of the great innovators in meetings and facilitation, and I believe that facilitators — people that know how to be collaboration artists — are going to be what is really important in the event industry, in the meeting industry, in the conference industry going forward.
Why don’t you say a few words about what are the things that you’ve developed over the years?
[2:18] Adrian Segar AS: Thank you David and thank you for the nice things you said about me. I just want to add that I always enjoy talking with you so much; I really appreciate being invited in on this conversation. As some people know, I’m interested in creating meetings that are the best possible meeting for each person involved. I realized that I needed to create meetings that became — in real time, during the meeting — as much as possible what the participants and the sponsors and all the stakeholders wanted, and that’s driven my work ever since.
[2:59] DA: And you developed the unconference? And brought it into the popular culture.
[3:00] AS: Well, I can’t say that I invented the word “unconference”. Open Space was around, was developed right around the same time but Harrison Owen had the good fortune to write a book about it right away; so Open Space became synonymous with unconference. I didn’t invent that word, and in some ways I don’t like it because I think conferences should really be about conferring. And unfortunately, as we all know, at many traditional conferences there are still too many people talking for long periods of time, and everybody else is listening.
[3:40] DA: With that said I’m going to share my screen right now. One of the things I learned from Outward Bound, the lectures that we heard on the rock for the morning meetings that were so inspirational when you watched the ocean, were the lessons of Ernest Shackleton. He was the guy that was caught in the Antarctic and had to take his crew and make them survive. One of the things I heard was all these great lessons, and I realized that Ernest Shackleton really was what I call a collaboration artist.
Because you cannot be a leader today without collaborating in the best possible way and I’m sure you agree with that as well, right Adrian?
[4:18] AS: Of course, yes.
[4:19] DA: Collaboration arts are the key and are the future. This [slide] is just a little bit on Adrian and I. I want to go into what we’ll learn from Ernest Shackleton. He did leadership through collaboration. And event organizers and meeting planners and conference planners are all collaboration artists. I wanted to talk about a program that I created called Collaborate America.
[4:47] Various speakers during the Collaborate America video:
“With Collaborate America we simply want to make artistic and smart collaboration a goal of everyone who purposely gathers people together, no matter what the reason. We want our culture to recognize collaboration artists the same way that they have celebritized culinary figures and the risk takers of the start-up world. We want collaboration artists to really be recognized.”
“Artful collaboration might be our most critical resource going forward, in terms of the outcome of mankind. A collaboration artist knows how to bring people together, drive consensus, and enroll people in a common mission. Create ideas, and translate ideas into solutions.”
“Imagine if artful collaboration were taught to children, and seen by them as one of the most important skills to have. And so we are at this event to honor and learn from some of the greatest collaborators of our generation.”
“Artful collaboration not only represents an opportunity that is essential to our survival as a species; I think if you look at the level and the scope of the challenges that we’re facing in the world today, how can we possibly solve those things without effective collaboration. The answer is that we can’t — we all have a responsibility to do everything we can to build trust, build cooperation, and give people access to the brilliance that’s in everyone’s minds in the room.”
[6:17] DA: So, I believe that future events need to be more valuable than ever, that we can’t waste people’s time with badly produced or badly facilitated events. You don’t want to go to an event if it’s going to kill your grandmother. So, with that said, I have this hypothesis that I want to share with you Adrian, and you can beat me up on it or you can fight it or you can tell me I’m full of it. But the idea is that leaders today need to be collaboration artists.
We’re seeing that in our general leadership in the country today. I put a picture of a president on there because I think you need to have effective national leadership to solve problems. And I also believe that event organizers use collaboration arts as their number one skill. Yes, it’s great to have great food & beverage and great design, but if people don’t connect in the room and connect for a purpose then why are they there? And so I believe that event organizing in person or virtual is a key leadership tool so that we cannot think of our industry as superfluous but actually primary to help society.
Survival skills, like what we’re about to go into with Ernest Shackleton, depended on collaboration and are dependent on the people that he’s leading and the leader listening to other people. So with that I want to do a little bit on what Ernest Shackleton went through, in a very brief period. There’s a lot of literature on what he did and I’m going to talk about some of the takeaways that have been around for a few years.
[7:52] AS: The only thing I would like to add is that behind collaboration ultimately is connection. We as human beings need connection in our daily lives, nearly all of us. The pandemic has brought this into sharp relief, and I see collaboration as the piece behind that. That’s how you turn the desire for connection into the reality of the shared experience of the collaboration and connecting experience. And so collaboration is kind of a tool but it meets this fundamental need for connection — and at meetings, the connections are always around something relevant to people: topics, issues, challenges that people currently have.
[8:38] Ernest Shackleton video: “Setting sail from Plymouth on the 8th of August 1914, the Endurance became stuck in the ice flows before sinking in November 1915. With no chance of rescue, Shackleton planned a daring and dangerous rescue to sail a lifeboat to South Georgia. With five other crew, they launched the James Caird into the treacherous seas of the Antarctic, and against all the odds they reached South Georgia. Then, having to trek across mountain ranges, they finally reached help on the 20th of May 1916 before rescuing his crew on the 30th of August. Every one of them still alive.”
[9:18] DA: So, at this rock that I sat in front of in the morning at Outward Bound when I was 16 years old, the guy gets up and gives these 9 points, these 9 lectures, that I’ve been actively living with in every part of my business. Whether it’s to survive a crisis, whether it’s to get through an event, it’s whether how to get through the day in my team, these are the nine things I think that everyone should think about in terms of how they are approaching the world.
And the number one is never lose sight of the ultimate goal and focus on short-term objectives. So the idea is, how do you get to the day, how to get to the next moment, how do you survive till tomorrow?
[10:02] AS: First of all, this is Simon Sinek’s point about understanding your “Why?”. It can be your own personal “Why?”, it can be the “Why?” of a meeting, but once you have that clear — and sometimes it’s really hard to get that! The corollary of that is: once you have that goal it makes focusing on the short-term objectives to get it so much clearer. Once I realized that what I love to do in life is to facilitate connection between people in meetings — that drives everything I do. So that creates the short-term objectives that I, then, sit down every day and say what should I do today.
[10:42] DA: This is a leadership fundamental that has been, between Simon Sinek and everyone else; this is the main thing. So, number 2: Set a personal example with visible memorable symbols of behavior.
When I go out and I lead a group of people, if I’m not in the game with them they’re not going to listen to me. If I’m not setting up things that that are goals and be smart about the behavior of the group then you’re going to lose people right away.
[11:17] AS: What you’re amazing at: I remember seeing you at meetings and you’re running a major event, and I see you at lunch time and I see you going around and creating conversations at every single table with hundreds of people. You’re modeling behavior. You’re saying: I’m doing this, I’m leading this event but this is important, we’re here to have conversations. You’re modeling, and you can’t expect people for example to take risks if you’re not willing to show that you’re willing to take risks too. Or to be vulnerable about a situation that’s difficult if you are not willing to do that too.
[11:59] DA: You know, I learned this when I was working at the state department and we had a big event for David Cameron who is the prime minister, and I noticed that he got up and went to every single table, like you do at a wedding or a bar mitzvah or any kind of social.
I believe that CEOs are been terrible hosts lately, and they’re not mirroring behavior. Or leaders are going to an event and they’re not wearing their masks. So that is, to me, kind of an example of the person’s not going to be with you. So, instill optimism and self-confidence but remain grounded in reality. You always have to be very optimistic, but at the same time you got to be realistic. We all know that behind the scenes of an event things go wrong all the time, but at the same time, to the crowd you got to say okay everything’s going well when you don’t notice it.
But you still know that you’ve got to get that person off the stage cuz they’re taking up too much time, or this is not going according to schedule. So you have to be on both sides and this happens every day with leadership all the time, but you have to make sure that you’re being honest.
[13:16] AS: And this goes back to the first point again; not only do you have to know what your ultimate goal is but you have to believe in it and basically want it to happen. It has to be congruent with who you are as a person. If those two things are satisfied then you’re going to be optimistic about it. I mean it’s not like “yes, I know I’m going to succeed” but you’ll be coming from that place where it’s like “I think we can do this and we’re going to make it happen to the best of our ability”.
[13:46] DA: This is the tenet of most entrepreneurs, because most people say their ideas suck and they’ll never be successful. And so you have to be optimistic and you have to be self confident but you have to know that cash flow is king. Especially with what’s going on today, what I’m seeing with entrepreneurs, their cash is running out so they have to pivot, they have to do other things, but the same time they can’t lose the optimism.
So number 4 is take care of yourself, maintain your stamina, and let go of guilt. The idea is, make sure that you’re in good health, that you are, instead of getting up every morning and just getting to work, that you should go do your meditation or get grounded, and also if you make a decision and it’s not popular let go of the guilt; you cannot please everybody all the time.
[14:35] AS: That’s right, well I think that this one is pretty self-evident to anyone who’s been in the meeting industry for any length of time. Because we all work incredibly hard preparing meetings, and then, of course, at the event itself. Letting go of guilt is very important because we do make mistakes, we’re not perfect, and as you say. We can’t satisfy everybody. If you run a meeting of any size, there will always be a few people who say “I didn’t like this, I didn’t like that” and so on. And if you let that overcome the fact that 98% of the people who had a great time it’s going to affect your effectiveness.
[15:13] DA: I’ve also heard stories today of people that have to let go people and furlough people and you’re making these awful decisions, but if you’re mired in guilt nothing will get done, you have to get over that, there’s no way around it because it’s survival.
So number 5 is “Reinforce the team message consistently; we are one, we live or die together” — now this cannot be more true than today. It also cannot be more true in every event that we ever do because we’re managing teams and for short periods of time in some cases. Wearing that mask is saving other people’s lives.
“Minimize staff differences, insist on courtesy and mutual respect”: the idea that when we set up processes we’ve got to follow them. We have to make sure that there are protocols in place that allow us to create the discipline to have a day that works the way the last day worked in order to accomplish goals, and the idea of courtesy and respect is something that is just part of life, and this way if people understand the rules then there is a lot less problems.
[16:25] AS: This goes back to the modeling. David, you epitomize courtesy in every dealing I’ve had with you, and seeing you working with other people you epitomize courtesy & mutual respect. And that’s going to affect and influence the people you are with.
[16:44] DA: I would say we’re all not perfect. I’m certainly not perfect at this, but the idea is that we have to develop processes, so one of the things that I’ve actually done it well in this situation where we’re in tight quarters with other people is: we’re actually in a small group of people having a meeting every single day to figure out what we’re planning on doing that day. So that there are certain norms that, even in a very odd situation, you can actually rely on as to create a new reality in a sense. And I’m sure that Shackleton did that every single day, in terms of making sure that his people were doing something on a regular basis.
This is one that I’d use all the time: “Master conflicts, engage dissidents, and avoid needless power struggles”. My feeling is, the minute you look at how to turn a blind eye to conflict you’re dead. That you have to confront it right away. It means making faster decisions. It means understanding what other people are thinking, to not get involved in the politics of the moment.
[17:51] AS: The piece of advice I really like in this is about engaging dissidents; it’s something that I’ve learned over the years of facilitating and so on. You often have people who are like “No! I really disagree!” and maybe they’re in a minority, you have to make a decision.
The most important thing you can do in those situations is make sure that those dissidents feel heard. You really need to listen to them, you may not agree with them, you may not end up doing what they want. But if they feel heard — we all know that we don’t always get our way in everything we want — but if they feel heard, they’re much more likely to not harbor resentment, and to say, “okay, I guess I don’t agree but the majority thinks we should do this and I’ll go along with it”.
And then you’ve deescalated a potential conflict that otherwise could last for a long time.
[18:43] DA: Can you go through … I’ve learned from you, because you’re a tremendous mentor to me, how you do it in a public space? You are able to have these techniques for allowing people of different opinions to actually be heard. Give one example of something that works.
[19:02] AS: One of my favorite techniques is what I use when you want to have a genuine discussion and you’ve got, maybe, hundreds of people in the room. There’s no way that you’re going to be able to hear from everybody, and you also don’t want the discussion to be dominated by people who just want to talk all the time.
And I use something called Fishbowl for that, which allows people to have their say because anyone can come up and speak at any time in Fishbowl. But the social dynamics of it, the rules — which are very simple and explained at the start — make it almost impossible for even someone who would love to hog the spotlight, from staying in the spotlight for a longer than a reasonable amount of time. Again, I refer people to my books and articles about Fishbowls — one of the things I’ve mentioned — but it’s an example of how to how to engage dissidents but not let them take over.
[20:11] DA: This is a skill; this is not just put yourself in a burning fire, running into a burning building. You need to know how to do this.
[20:21] AS: You do need to know how to do it, but the interesting thing is … I don’t know how many thousands or tens of thousands of people I’ve run Fishbowl with. Some of those people take it and they see how well it works, and then they take it and go on. It’s not like I’m the only person who can do this. A large number of people are perfectly capable of being part of a Fishbowl and saying “I see how that works! That was great, I like how that worked. I’m going to try that in my place of business or organization.” And they can do it just as well as I can.
[20:57] DA: So here is the one that I believe is at the heart of what many people do other than people that are hosting meetings and when we have events. The idea is what Shackleton said: that you always have to find something to celebrate and something to laugh about.
And the idea is, even when Wuhan opened up a few weeks ago, even though it was precarious, they had an event to celebrate the opening. They did video mapping of all the buildings; if you see some of the videos on YouTube it’s pretty incredible how our industry is part of leadership. And so when I see the idea of celebrating something, every major leader in the world knows that they have to do something when they achieve a goal. They need to pat people on the back, they need to show that they’re caring about all the work that someone has done to create the end of the mission, and also to be human and to laugh and to show emotion. Because I think emotion, especially positive emotion brightens up everyone’s day.
And I also think about what’s happening every day in New York City at 5 o’clock. People are getting on their balconies and applauding, and they’ve been doing that in Italy and in France and other places. Our business is the business of leadership, and that is why it cannot be minimized. And that is why it is more important than anybody could imagine.
I always used to say that in our industry, for years, we were sitting at the children’s table for Thanksgiving. And I believe that we are so much at the adult table from a strategic perspective. Every major leader: when you see President Obama give a speech like he did the other night, when you see the leaders of the world at ceremonial events, that’s all about celebrating something, and that’s all such a key part of what we do. So we cannot minimize our efforts in this world, and [it’s] why what we do in the event / meeting / Festival business is so important.
The last two things I have: “Be willing to take the big risk”. Now in every event that you ever have it’s “oh, what are we going to do next year, what are we going to do to make this different”. A lot of people fall back on “we did this this year; let’s do it again next year”. You know, the idea of moving to an unconference or changing the way things are structured, to confront people in different ways. We have to be thinking about this every day. Because what we do is events in the ephemeral moment, so we have to create ephemeral moments every time. And everything that Adrian does, different techniques, is risk taking in massive ways.
Talk about some of the things you have seen and how people have changed through that type of big risk.
[24:01] AS I want to acknowledge you first, David, because I see you again as the epitome of risk taker. You know, a big risk to one person may be a small risk to someone else. The crucial word is “risk” because every single person has a particular level at which they say, well, this is a risk to me. And it won’t be the same for someone else. Throughout your career — building BizBash and all the things you’ve done — you have all these creative ideas. And you’re willing to try ‘em out all the time, you try things on. And just like me, I try new things all the time; some of them don’t work.
[24:48] DA: Lots of them don’t work!
[24:49] AS: Also, it’s the continued risk taking. When I started running meetings 30 years ago I was terrified about being out on stage, a common thing. It’s not like one day I wasn’t terrified anymore. Went out and took that risk every day, and eventually it got better! I like to try new things, learn at every meeting I do. I learn new things, and I try to import them. And I have ideas and I try them and sometimes they don’t work. That’s how you learn.
[25:27] DA: There’s one more that I left out and that is: always there is another move. And, to me, that is one of the most important things. Especially with today with so many people who are seeing their businesses completely falling apart. The idea of pivoting, to always make another move, there’s always a way. And the way you up your game and survive and thrive is to be accompanied and see what’s going on out there in the world. One of the things we’ve done through BizBash was to allow people to peek over the fence to see what other people are doing. And when you see what other people are doing you say, “oh, I can do that”, “oh, I have a better idea than that”.
So everything that we talked about today is here to make you think. And we want to make sure that this address today is for you. For you to think about your future and to put yourself through your own Outward Bound experience and get the confidence that you could do anything. Because, believe me, once you get through this there’s not one thing that you will not be able to do. Adrian, do you have any final comments?
[26:35] AS: I think you’ve covered things beautifully; I’ve really enjoyed my time talking to you. I love this kind of spontaneous conversation that we’ve had from time to time and what it brings forth. Thank you very much for the opportunity.
[26:52] DA: Thank you, Adrian, and I encourage people to go read all of Adrian’s books and, of course, I encourage everyone to go look at BizBash every day — you never know where we’re going to be going. The world is changing radically; you want to see new ideas, we’ve got new ideas just for you. We’re in the age of innovation, yes, we want to be safe, but it is remarkable how people are innovating and changing the world every single day. And we want to be a part of that and that is our mission, so thank you so much for the opportunity to speak to you. Thanks!
Part 1 of this series of posts gave an overview of what’s involved in implementing participant-driven breakouts in Zoom. Part 2 explains how to prepare for The Three Questions using Zoom breakout rooms. Read them before diving into this post!
In this post (Part 3) I’ll cover how to run The Three Questions using Zoom breakout rooms.
Preparing staff to run The Three Questions in Zoom
As described in Part 2, each breakout room must be staffed by a facilitator and one or preferably two scribes. Before the breakout sessions of The Three Questions start, the facilitator and scribes need to know what they need to do, and have the necessary tools to do it.
Staff tools
I recommend that facilitators and scribes run Zoom on a personal computer, rather than a mobile device. This will allow them better simultaneous access to both Zoom and additional shared docs — typically a set of directions and a place for scribed participant responses, as described below. (Although less critical, I’d encourage participants to join the meeting on a PC too, if possible.) At the start of the meeting, make the facilitators Zoom co-hosts, so they can manage participants (mainly mute/unmute) in their Three Questions breakout room.
Each facilitator needs a countdown timer with a visual display: usually, a phone timer app — for example, Apple’s Clock. Displaying remaining time on the facilitator’s webcam is a simple way to keep sharing on schedule. (Hopefully, one day, Zoom will provide this functionality in their software.) For participants who join by telephone, the facilitator should give them a verbal “half-time” and “times up” message when needed.
Facilitators also need a way to track the time remaining in their breakout room, so they can check that
Each scribe needs access to a place to scribe the responses to the second of The Three Questions: (the topics, issues, and challenges that participants want and need). Any online shared document can be used for this.
Here’s an example of a topic list created at a technical conference.
Three Questions facilitator training
Ask your facilitators to read Chapter 18 of Event Crowdsourcing or Chapters 31 & 32 of The Power of Participation so they are familiar with running The Three Questions. Decide on the sharing time, typically around 2 minutes, for each participant. Communicate it to the facilitators, so they will all be able to end their session at approximately the same time. Because all Zoom breakout rooms close at the same time, emphasize that time keeping is important, so that all participants get to share and everyone has the same time.
Three Questions scribe training
Explain to the scribes that their job is to record concisely the topics, issues, and challenges that participants share in response to the Second Question only. Introduce each scribe to their session scribing partner, and have them decide who scribes for the first sharer. Give your scribes the link to the shared online document in advance. Ask them to practice entering a few topics before their session starts.
When using a shared Google Doc, editors are assigned arbitrary names, shown in color during editing. It can be helpful for two scribes in the same session to learn each other’s assigned name before the session starts, so they can check on what their partner is writing.
Scribes can be participants too — when there are two scribes per session, one can scribe topics for the other’s sharing. Suggest that scribes alternate scribing for participants: one for the first participant, the other for the second, and so on.
If a topic is mentioned for which one or more participants have expertise and/or experience (the answer to the Third Question) it can be helpful to make a note of their names so they can potentially tapped as leaders or facilitators for the main conference breakout sessions.
It’s likely that some topics will be suggested in more than one of the separate Three Questions breakouts, or by several people in the same session. Since all scribes will be using the same Google Doc, it’s helpful for scribes to keep an eye on all the topics that are appearing during the breakouts. For a repeated topic, scribes can add an “x” at the end of the original topic line each time. Sometimes the topic will be similar but not the same as another topic. In this case it should be entered as a new item.
Running The Three Questions in Zoom Breakout Rooms
Before running The Three Questions, assign facilitators and scribes to specific numbered breakout rooms. Remember that breakout room assignments will be random. The main group facilitator or another designated staffer should, therefore, promptly move facilitators and scribes to the correct number room as soon as the rooms open. (See the section “Preparing breakout rooms” here to learn how to do this.)
At this point you’ll have a set of Zoom Breakout Rooms, each populated by an equal number of participants and a trained facilitator and scribe(s). Have everyone mute their audio except the facilitator and scribes.
Determining who shares next
During seated face-to-face meetings, it’s easy to keep track of who has or hasn’t yet shared by their location in the room. Online, it’s harder to track who hasn’t yet shared without a little help. (Don’t assume that a gallery view of participants will remain unchanged throughout the session; the display changes unpredictably if participants arrive or depart.)
Consequently, the facilitator should choose who shares next. (See this post for more information on “who goes next?” process.) To do this, each Three Questions facilitator must have their participants list visible. They then call on participants in turn, maintaining a written list of those who have shared. If the facilitator has a printer, track people who have shared on a printed screen shot of the attendee list.
Because people may join a session late, the facilitator should always check that everyone has shared.
Individual sharing
As each person shares, the Three Questions facilitator monitors their progress. If they are spending too much time on the First Question, let them know. It’s helpful to let sharers know when half their time is up, at which point they should be well into their answer to the Second Question.
If many people aren’t using their full time, point this out and encourage participants to say a little more. (But don’t insist that anyone share more than they originally offer.)
It’s a facilitator’s job to prevent people sharing too long, ensuring that everyone gets an equal amount of time to contribute.
When sharing in a Three Questions breakout is complete
When everyone in a Three Questions breakout has shared, there should be some free time left in the session. If desired, the session facilitator can solicit additional short expressions of interest in the uncovered topics, and perhaps suggestions of additional topics sparked by what has been heard in the group.
Each Three Questions facilitator should let the meeting facilitator know (typically by private message in Zoom’s text chat) when their session is over. The meeting facilitator can then close the breakout rooms once all breakouts are complete.
Participants will have met a useful number of other participants and learned useful information about each other, namely, details of their association with the meeting topic, their wants and needs for the meeting, and their relevant expertise and experience.
Conference organizers will have a comprehensive list of topics, issues, and challenges that are top-of-mind for attendees, plus identified participants who can facilitate/lead/present on them.
Conclusion
So far, in the first three posts of this series, I’ve:
provided a brief recap of the benefits of peer conferences;
given a big picture overview of how you can hold one online;
explained how to prepare to run The Three Questions online in Zoom; and
covered how to run The Three Questions online in Zoom.
The next post (Part 4) will describe in detail how to carry out step #2 — creating an optimum conference program from the information uncovered in step #1— using Zoom.
Part 1 (an overview of what’s involved in implementing participant-driven breakouts in Zoom) is available here. Part 2 (preparing for The Three Questions) is available here.
Check back on this blog for future posts on implementing participant-driven breakouts in Zoom. To ensure you don’t miss the rest of the series, subscribe.
Part 1 of this series of posts gave an overview of what’s involved in implementing participant-driven breakouts in Zoom. Read it before diving into this post!
In this post (Part 2) I’ll cover most of Step #1 of the previous post: preparing for The Three Questions using Zoom breakout rooms.
If necessary, get familiar with Zoom, including breakout room functions, before proceeding. I’ve included links to the relevant Zoom tutorials and reference articles, when appropriate, in the following instructions.
What is The Three Questions, and why use it?
I developed The Three Questions in 1995 as a fundamental opening process for peer conferences. It’s described and explained in all three of my books. You can find the most detailed implementation in Chapter 18 of my 2019 book, Event Crowdsourcing.
The Three Questions is the most effective way I know to assist a group of people to get to know each other usefully, safely, and authentically. It’s quite different from the common but often artificial and awkward icebreaker approaches used in “team-building” and “getting-to-know-you” activities because it focuses on core information we want to know about the people we’re currently with: why they’re present, what they want to do/learn about/discuss, and what useful resources they possess.
Besides connecting people around their fundamental interests, The Three Questions is one of the best formats for discovering important topics, issues, and questions that were previously unknown to event organizers and a majority of the participants, as well as associated levels of interest.
Zoom’s key tool for effective active learning and connection — Breakout Rooms
Frequent and well-designed small group work is the key to creating active learning and connection at any meeting. Zoom’s tool for small group work is Breakout Rooms.
Zoom allows facilitators to speedily split a meeting into up to 50 separate sessions. Participants can be allocated to these separate sessions automatically or manually.
If you’re not familiar with breakout rooms, take time to review Zoom’s tutorials. Practice using them at small group meetings before employing them for a significant event!
Preparing for The Three Questions in Zoom
Learn about The Three Questions
First, read the detailed instructions on how to run The Three Questions which you’ll find in my books:
Event Crowdsourcing [2019] (Chapter 18) [recommended: most comprehensive and recent information]
The Power of Participation [2015] (Chapters 31 & 32)
Conferences That Work [2009] (Chapter 25, pages 260-265)
Decide on the number and size of your Three Questions breakout groups
Next, decide the number and size of your breakout groups. This will depend on:
the number of attendees;
the duration and scheduling of your conference; and
the time you plan to devote to The Three Questions.
As I’ve written elsewhere, these days, most meetings are small meetings (less than 100 attendees) and that’s a good thing! So the following barebones examples offer suggestions for online conferences with up to 100 attendees. They don’t include a closing session, which I recommend — I’ll make suggestions for appropriate formats in a later post.
With care, more staffing, and a beefier Zoom license, The Three Questions can definitely be run successfully at larger online events.
Example 1: 60 attendees, ~4½ hour event (includes ~75 minutes of breaks), two one-hour breakouts with three simultaneous sessions per slot (six peer sessions)
Suggested schedule:
Five minutes for welcome.
Fifteen minutes to explain The Three Questions, for attendees to write their answers, and divide attendees into three breakout rooms with 20 people in each.
One hour for each (simultaneous) Breakout Room for The Three Questions; two minutes sharing per person, with a five-minute break after 30 minutes.
Fifty minutes for conference organizers to build the nine-session conference program and set up Breakout Rooms for the resulting sessions. See the Part 1 post for attendee options during this time.
Ten minutes for attendees to review the program and decide which session to attend.
One hour for the first set of peer sessions.
Ten minute break.
One hour for the second set of peer sessions.
(Optional, but recommended) Closing session; for example some form of Plus/Delta.
Example 2: 100 attendees, ~6½ hour event (includes ~140 minutes of breaks), three one-hour breakouts with four simultaneous sessions per slot (twelve peer sessions)
Suggested schedule:
Five minutes for welcome.
Fifteen minutes to explain The Three Questions, for attendees to write their answers, and divide attendees into five breakout rooms with 20 people in each.
One hour for each (simultaneous) Breakout Room for The Three Questions; two minutes sharing per person, with a five-minute break after 30 minutes.
Ninety minutes for conference organizers to build the twelve-session conference program and set up Breakout Rooms for the resulting sessions. See the Part 1 post for attendee options during this time.
Fifteen minutes for attendees to review the program and decide which session to attend.
One hour for the first set of peer sessions.
Fifteen minute break.
One hour for the second set of peer sessions.
Fifteen minute break.
One hour for the second set of peer sessions.
(Optional, but recommended) Closing session; for example some form of Plus/Delta.
Both of the above examples allow each participant ~2 – 2½ minutes to share their answers to The Three Questions with their groups. As described in my books, when calculating sharing duration add at least ten seconds per participant for the inevitable pauses between shares.
If you want to adjust the time allocated to The Three Questions, you can adjust the size of the breakout groups and/or the sharing time for each participant. But don’t stray too far from the suggested parameters of the above examples. And don’t forget to include breaks!
If at the start of the event, the number of participants turns out to be significantly different from what was expected, facilitators should be ready to collectively adjust sharing time so that the total sharing still fits comfortably into the scheduled Three Questions session length . Each Three Questions breakout should use the same sharing time per participant, so all breakouts can close at the same time.
Staffing an online Zoom peer conference
An experienced practitioner who’s familiar with Zoom can often handle the facilitation and technical support for very small meetings. Online Zoom peer conferences, however, require multiple staffers, who need to be identified and prepared in advance. Typically they will be set up as Zoom co-hosts. I recommend the following staffing:
At least one staffer handling technical issues: user support, muting/unmuting participants appropriately, assigning facilitators to their Three Questions rooms, and pre-assigning attendees to breakouts in Step #2.
A meeting facilitator, who introduces The Three Questions to the entire group. (This person can also be a facilitator for one of the The Three Questions Breakout Rooms.)
A facilitator for each Three Questions Breakout Room, who keeps track of sharing time, and ensures the sharing runs smoothly.
One or two scribes for each Three Questions Breakout Room. (Two scribes will have a much easier task than one.) Ideally, scribes should have some conference topic experience so they can summarize attendee responses accurately and concisely. During each Three Questions session, scribes summarize answers to the second question, usually in a shared Google Doc.
A small group of subject matter experts who will review the topics, issues, and challenges uncovered in Step #1, build a responsive peer session program, find leaders for each peer session breakout, and publish the resulting program.
Each peer session will need one or more participants who lead and/or share useful experience or expertise and/or facilitate the session.
As for any conference, adequate preparation and, if needed, training, for meeting staffers is crucial for a smoothly run event. Until everyone involved is experienced in supporting online meetings, a pre-meeting mock run through on Zoom is strongly recommended!
Preparing attendees for a peer conference
At in person meetings, facilitation via verbal directions works well. Because online participants can be more easily distracted or late, I recommend distributing a short preparatory online document for participants to read before the meeting.
Be sure to communicate in advance the importance of being present at the start of The Three Questions. The document should contain a short explanation of the value and format of a peer conference, and a schedule. You don’t need to provide detailed information about The Three Questions. You can see some examples here and here.
The facilitator can share this document on-screen while introducing The Three Questions.
Introducing attendees to The Three Questions
One of the advantages of creating a peer conference online with Zoom is that participants don’t need to physically move to separate break out rooms. At in person events this takes time. Consequently, it’s simplest to introduce The Three Questions to attendees when they are all together in the main Zoom meeting room. Once the explanations are over, and participants have been given a few minutes to answer The Three Questions in writing, it’s easy to allocate them to their separate breakouts.
At the start of the peer conference, welcome attendees and then cover any housekeeping issues. Ask all attendees to turn on Zoom text chat, which supplies a useful way for facilitators, scribes, and participants to ask questions, and assist with format and technical issues. Also share links via screen share and/or text chat to the conference introductory document, and the online document that will contain participants’ responses to the second of The Three Questions: (the topics, issues, and challenges that participants want and need), as described in Part 3 of this series of posts.
The facilitator who introduces The Three Questions can use the same guidance and scripts provided in my books, with the following minor variation. At the start of the introduction, ask attendees to have paper and pen available. Instead of passing out printed cards, the facilitator shares their screen, displaying a copy of The Three Questions card, and then introduces the exercise.
Allocating attendees to Zoom Breakout Rooms for The Three Questions
Once The Three Questions has been introduced, give attendees a few minutes of silent time to write down their answers. (As always, emphasize the importance of writing their answers.)
Once you’ve checked that attendees are ready to continue, it’s time to assign them to breakout rooms.
After creating the breakout rooms, click Options and make sure the following (and only the following) options are checked:
Move all participants into breakout rooms automatically.
Allow participants to return to the main session at any time.
Countdown after closing breakout rooms.
As soon as people are randomly allocated to their rooms, find your individual room facilitators and scribes on Zoom’s participant list and move them as needed to their correct room. (See the section “Preparing breakout rooms” here to learn how to do this.)
Congratulations! You’ve completed the major portion of Step #1. Part 3 of this series covers how the break out room facilitators run their Three Questions session.
Conclusion
So far, in the first two posts of this series, I’ve:
provided a brief recap of the benefits of peer conferences;
given a big picture overview of how you can hold one online; and
explained how to prepare to run The Three Questions online using Zoom.
The next two posts will describe in detail how to:
run The Three Questions online (Part 3); and
carry out step #2 — creating an optimum conference program from the information uncovered in step #1— using Zoom (Part 4).
Part 1 (an overview of what’s involved in implementing participant-driven breakouts in Zoom) is available here. Part 3 (how to run The Three Questions) is now available here. Part 4 (how to process participants’ sharing to create an optimum conference program) is now available here.
Check back on this blog for these posts on implementing participant-driven breakouts in Zoom. To ensure you don’t miss them, subscribe to this blog.
Why implement participant-driven breakouts in Zoom?
I’ve been designing and facilitating participant-driven and participation-rich in person meetings — aka peer conferences — for almost thirty years. Why? Because participants love these meetings!
Now the covid-19 pandemic has forced meetings online. Unfortunately, most online events are still using a traditional webinar/broadcast-style approach: presenters speaking for long periods, interspersed with chat-mediated Q&A.
Why Zoom?
Zoom has rapidly become the dominant platform for online meetings. Though there are many features that would make the platform better, it’s popular for good reason. Zoom:
has a well-chosen feature set;
is relatively easy to use; and
has proved very reliable despite the platform’s meteoric growth.
While Zoom is currently missing some functionality that would smooth the process flow, it’s already a viable platform for online peer conferences.
I started using Zoom in 2012, but since the pandemic began I’ve facilitated more Zoom meetings than the last seven years. And I’ve become intrigued with the possibilities of incorporating the peer processes developed for successful face-to-face meetings into online events.
I’ve written three books about why creating participation-rich conferences that deliver effective learning, connection, engagement, and action is so important, and how to do it for in person events. So I won’t repeat myself here; read them for full details!
In person meetings have vanished overnight. It’s time to implement what we’ve learned about great face-to-face meeting design and process into online meetings. Meetings will never be the same. When the pandemic is over, the meeting industry will have much more experience and understanding of what is possible online versus in person.
My mission is to make meetings better for everyone involved. That’s why I’m publishing this series of posts on how to implement participant-driven breakouts in Zoom.
I’ll start with an overview.
The big picture
The core reason why peer conferences work that they become what participants actually want and need. They accomplish this in real-time — during the event — via two essential steps:
At the start of the conference, uncover participants’ wants and needs and the resources in the room.
Develop an optimum conference program that matches the uncovered wants and needs with the resources in the room.
Once the conference program has been developed and scheduled, you’re ready to hold the resulting peer sessions. I’ll explain how to do this in a future post.
As in face-to-face events, I recommend allocating at least ninety minutes for step #1. If you are running an extended event (see below) with multiple sets of breakout sessions, schedule two hours. Note that these times include short breaks, as described in this post.
At the end of step #1:
Participants will have met a useful number of other participants and learned useful information about each other, namely, details of their association with the meeting topic, their wants and needs for the meeting, and their relevant expertise and experience.
Conference organizers will have a comprehensive list of topics, issues, and challenges that are top-of-mind for attendees, plus identified participants who can facilitate/lead/present on them.
Step #2
Step #1 generates a large amount of information about attendees’ real-time wants and needs, as well as relevant expertise and experience that can be tapped.
During step #2, conference leaders and subject matter experts use this information to create an optimum conference program. In Part 3 of this post I’ll explain how to do this. What’s important to know is that step #2 takes time!
For a small meeting (e.g., 60 people, two one-hour time slots with three simultaneous sessions per slot ==> 6 peer sessions) creating the program might take 30 – 60 minutes.
For a larger event (e.g., 100 people, three one-hour time slots with five simultaneous sessions per slot ==> 15 peer sessions) choosing a program might take 90 – 150 minutes.
Regardless of the time needed, conference attendees should be otherwise engaged during step #2.
You have (at least) three options at this point.
Allow attendees free time while the conference program is designed
One option is to simply schedule an attendee break that’s long enough to complete step #2. For example, if your attendees are from the same or contiguous time zones, consider scheduling step #1 so it ends around lunchtime for most of them. Your pre-conference schedule could then include an hour or more break for lunch while the program is developed.
Schedule a presentation for attendees during step #2
While conference leaders and subject matter experts are using step #1 information to choose and schedule peer sessions, the other participants attend a pre-scheduled presentation or session of some kind that’s long enough for step #1 to be completed.
Be sure to include at east a short break between the end of step #1 and the start of the presentation.
One minor drawback of this approach is that step #1 often involves checking the availability of participants who have relevant experience or expertise to lead a peer session, as well as their willingness to do so. Doing this (typically by private message in Zoom text chat) while these participants are involved in another session can be a little disruptive.
Schedule steps #1 and #2 on different days
A third option is to schedule your entire event over two or more days. This gives ample time for step #1 to be completed. For example, you could run step #1 for a couple of hours on Monday morning or afternoon, then complete step #2 and distribute the resulting conference program, and run the resulting peer sessions on Tuesday.
Conclusion
In this post I’ve provided a brief recap of the benefits of peer conferences, and given a big picture overview of how you can hold one online. Future posts will cover detailed descriptions of how to carry out steps #1 and #2 using Zoom.
Check back on this blog for upcoming posts on implementing participant-driven breakouts in Zoom. To ensure you don’t miss them, subscribe.
Providing downtime during any meeting is important, but it’s especially important to schedule breaks during online meetings.
What happens if you don’t schedule breaks during online meetings
Some people have the attitude that attendees at online meetings are grown-ups and they should be given the freedom to take a break when they want and/or need to. Let’s explore this.
Obviously, there are times when online meeting participants need to take a break. They are working from home and their kid falls down and hurts themself. Or they have to take an important call they’ve been waiting for from their boss. (Hopefully they explained that at the start of the meeting.) Perhaps they have a physiological emergency.
You can’t do much about people who need to take a break. But, by scheduling breaks at an online meeting you can drastically reduce the number of people who want to take a break, and do so because they have no idea when they’ll next get a scheduled opportunity to take a break!
When you don’t schedule enough breaks, people will leave an online meeting seemingly at random. Sometimes they’ll do this because they need to, but the other meeting attendees don’t know this. As a result, the meeting will feel unnecessarily disjointed, and it’s easy for participants to conclude that the meeting is not so important, or boring, or a waste of time. (Of course, meetings can be all these things, breaks or not! But there’s no need to make the experience worse than it already might be.)
To summarize, scheduling appropriate breaks during online meetings makes it much more likely that people will stay present and only leave if they have to.
Why attention span is especially fragile at online meetings
Let’s think about in person meetings for a moment. Long face-to-face meetings — a conference for example — are invariably broken up into sessions, interspersed with scheduled breaks, meals, socials, etc. We are used to building scheduled breaks into in person meetings. And such breaks inevitably involve movement: leaving a meeting room for refreshments, moving to another location for the next session, etc.
Unlike in person meetings, there may be very little downtime between multiple online meetings. Online meeting participants don’t have to get out of their chair and walk to another room to join a new meeting; they just click a new Zoom link. Moreover, online meeting participants usually have no idea whether other attendees are on their first or tenth meeting of the day.
Consequently, it’s not unusual for people working remotely these days to become Zoombies (no, not this kind, hopefully). Sitting for long periods in front of a screen is a recipe for inattention. Our brains simply can’t maintain peak alertness without regular stimulation of movement (our body, not someone else’s), active engagement (e.g. answering a question, engaging in conversation), or meaningful emotional experience. In my experience, most online meetings contain very little stimulation of this type. Scheduled breaks allow us to create this vital stimulation for ourselves.
Even if a meeting facilitator is aware of the importance of scheduling breaks to maintain attention, there’s another factor that makes it harder than during face-to-face meetings.
Reading the room at online meetings
At in person meetings, it’s fairly easy to read the room and notice that attendees are getting restless. People start to squirm a little in their seats. Their body language telegraphs they’re tired or inattentive. A good meeting leader/facilitator will see this and announce a break, or ask the group whether they can power through for another fifteen minutes.
It’s harder to read the room during online meetings, because we have less real-time information about the participants. It’s difficult to judge how people are doing when all you can see is their upper body in a little rectangle on your screen. In addition, most microphones are muted, so you can’t hear people shifting around in their chairs or audible distractions nearby.
Scheduled breaks reduce the need to reliably read the room with limited audible and visual information available.
OK, so how long can people meet online without a break?
It depends. Online meetings that focus on making a single decision can, if well-designed and facilitated, be useful and over in twenty minutes. No break needed! In my experience, though, most online meetings run 60 – 90 minutes.
If the attendees aren’t participating in back-to-back online meetings (unfortunately, increasingly common these days) it’s reasonable to schedule a 60-minute meeting without a break.
90-minute meetings are a stretch, and scheduling a five-minute break around the middle will help participants regenerate.
If you feel impelled to run a longer meeting, I strongly recommend building a five-minute break into the agenda every 45 minutes.
What you ask people to do during breaks is important, and I’ll share my suggestions below.
How to schedule online meeting breaks
There are several ways to inform participants about online meeting breaks.
The most obvious is using your meeting agenda, distributed before the meeting. Simply add a five-minute break in the middle of your 90-minute meeting, or include a couple of five-minute breaks during your 120-minute meeting agenda.
Alternatively, you can announce scheduled break times at the start of the meeting. Be sure to repeat this information once any latecomers have joined.
A variant is to announce at the start that there will be breaks, say, every 45 minutes or so, but the exact time will depend on how the meeting proceeds. Ask participants to speak up if more than 45 minutes passes without a break.
Finally, you may occasionally need to schedule an impromptu break. For example: an unexpected issue arises that necessitates spending five minutes to get data needed to make a decision. Under circumstances like this, an impromptu break may well be appropriate.
Whatever method used to schedule breaks, periodically remind participants when a break is coming up. For example: “We have a five-minute break scheduled in fifteen minutes; let’s see if we can get everyone’s thoughts on this issue before the break.”
Directions for attendees during breaks
Finally, it’s important to give clear directions to participants before each scheduled break. Here’s what to do.
Obviously people need to be clearly told the length of the break, and the time the meeting will continue. Display a countdown timer showing the break time remaining; this is an essential aid for getting everyone back online on schedule. If your online meeting platform doesn’t have this capability built in, the meeting leader can share their screen during the break, displaying a large-digit timer counting down the minutes.
Suggest that people turn off their cameras and do some movement and stretching exercises, or, if there’s time, go for a quick walk. Even short amounts of movement increase our in-the-moment cognitive functioning and ability to learn. (See Chapter 4 of The Power of Participation for more information on the benefits of movement.)
If the break is for a significant amount of time, for example, a lunch break, you may be giving participants some preparatory work before the meeting resumes. Before the break, provide clear instructions on what is needed. For example: “During lunch, please spend a few minutes thinking about the options we discussed this morning, and be ready to share and justify your top choice when we reconvene at 1 pm EDT.”
Conclusion
I hope this article has been helpful explaining how to schedule breaks during online meetings. As always, your comments are welcome!
How can we successfully work with others for change and action?
Watch out for folks who are quick to share opinions about what should be done, but always leave the work they propose to others.
If you can’t hang out with people in person, how can you best meet up with your tribe online? That’s the selling proposition for a host of new platforms that have sprung up over the last few months: creating a compelling online incarnation of the traditional conference socials we all know and love (or hate). Last week I got to try out a couple of these new platforms, so I thought I’d write a 
When you join a social on one of these platforms, you find yourself as an name or photo on the map. You move around the map by simply clicking where you want to go.
1: Click on Participants in the Zoom toolbar at the bottom of your screen.
3: Tap Rename, enter your desired new name, and tap Done.
You’re ready to start the set of peer sessions! Tell participants they are about to be moved to their desired session, and click Open All Rooms.
Why implement participant-driven breakouts in Zoom?
Providing downtime during any meeting is