Squaring the circle: creating room sets for connection

squaring the circle: An overhead photograph of a group of people sitting in a large circle with Leonardo de Vinci's "Vitruvian Man" superimposed at the centerMeeting planners typically default to squaring the circle when specifying room sets. They persist in seating attendees in long straight lines whenever possible, ignoring the benefits of curved and circular seating at their events. (See Paul Radde’s Seating Matters: State of the Art Seating Arrangements for more information.)

The architecture of assembly where curved theatre seating dominates, teaches us otherwise. And we all know that the most intimate and useful small group conversation and connection occurs around round tables. (Even though many of the rounds used at meetings are far too large.)

I’ve explained the importance of curved seating and large circle sets in detail in my book The Power of Participation (Chapter 13), so I won’t reiterate its value here. Instead, I’m going to answer a common dilemma faced by my clients: what to do when there isn’t enough room for large circle sets at a venue.

27 years of peer conferences

Circle sets are especially important for opening sessions such as The Three Questions. Circles allow everyone to see each other and minimize status differences due to seating position. Unfortunately, circle sets take up a lot of space compared to theatre seating. Though I don’t recommend it if you’re expecting any kind of meaningful activity, you can squeeze a few hundred people into a room that is large enough to hold a perfect circle of fifty chairs.

Because clients typically contract with a venue before engaging my services (don’t do that!), they frequently belatedly discover that they haven’t reserved enough space for maximally participative sessions.

Set in ovals

Sometimes there are enough rooms to run multiple simultaneous opening Three Questions sessions, but some of them aren’t large enough to set as circles. When this happens, we can often set the smaller rooms in ovals rather than circles. Oval sets have the disadvantage that they imply greater status to the people at the narrow ends and centers of the long edges. This can be minimized by placing session staff, such as the facilitator, scribes, and timekeeper in these positions.

A common mistake is to set the long edges of such oval chair layouts as straight lines. Instead, maintain a gentle curve between all chairs to maximize the visibility of every participant.

Run The Three Questions using a theatre set!

If space is tight, it’s possible to run The Three Questions in a curved theatre set. The details are in my book Event Crowdsourcing: Creating Meetings People Actually Want and Need. Briefly, you use staff ushers to bring individual participants to the front of the set where they share their answers facing the entire group.

This set does not provide the same level of intimacy and connection as circle sharing. But it is a usable alternative when space is limited.

Set breakout rooms in circles

There’s no single room set that’s optimum for peer sessions breakout rooms. Any kind of participatory group work, such as facilitated discussions, works best in circle seating. However, some peer sessions may be led by one or more people with expert knowledge or experience who do most of the talking.

My recommendation is to set up all breakout rooms with circle seating before the first set of peer sessions. This ensures that discussion formats won’t be hampered by a broadcast-style set. If participants in a broadcast-style session feel the need, they will rearrange the chairs themselves to face the session leaders.

Avoid squaring the circle

Although circle room sets are the best choice for many group activities, you’ll sometimes need to find alternatives. I hope these suggestions help!

The best way to fundamentally improve a dull conference

The best way to fundamentally improve your dull conference: Photograph of Adrian Segar [back to the camera, purple shirt] facilitating at a Conference That Work. Participants are sitting in a single large circle in a large wood-paneled hall.

What’s the best way to fundamentally improve a dull conference?

I’ve been attending conferences for over forty years. Most of them are dull and largely irrelevant. This seems to be the norm because when you talk to attendees you find they set a low bar for satisfaction— e.g. “It’s OK if I learn one new thing a day, oh, and if I make a useful connection or two that would be great!

For twenty years I assumed this was how conferences were supposed to be. When I began creating conferences myself, I used the same standard format: invite experts to speak to audiences.

Then in 1992, circumstances forced me to do one thing differently. Ever since, thanks to that happy accident, I have been designing and facilitating peer conferences that people have loved for over a quarter-century.

“…gets an award for most/best/most thoughtfully organized conference I think I’ve ever been to.”

“I’m an introvert. I’ve never shared as much at a conference before. Your process is brilliant. Thank you.”

“…the truest sense of community I’ve ever felt and it was beautiful to experience. I hope you have the opportunity to experience something like this in your lifetime. It changes everything.”
—Three recent participants on their experience at three different peer conferences

What’s the one key thing I do that almost no one else does?

I facilitate the discovery of interesting people, ideas, and resources at the start of the event.

What does that mean and how do I do it? Read on!

The dreary reality of most conferences

How many conferences have you attended where you mostly meet someone interesting by chance? When you’re with colleagues, you hang out together because everyone else is a stranger. When you don’t really know anyone, you talk to the people you’re sitting next to at meals and hope they’ll be interesting.

Have you ever wondered whether someone who would be really great to meet is sitting three chairs away from you during a session or lunch? Well, you’ll never find out at a typical conference, and you won’t get to meet them.

In addition, think about all that time spent talking to people with whom you have little in common. You’re searching for useful connections, and solutions to professional challenges — but the conference provides no support for discovering and connecting with the most important resources in the room: the other interesting participants with the background and answers you want and need.

It doesn’t have to be this way. Here’s what I do to greatly improve a dull conference for everyone.

Facilitating the discovery of interesting people, ideas, and resources

Immediately after welcome and housekeeping announcements I run one or more opening sessions that use The Three Questions, allowing participants to learn about each other, share what they would like to learn and discuss, and proffer their relevant expertise and experience.

This single opening exercise, which takes between thirty minutes and two hours depending on the conference size and duration, is the most important component of creating a meeting that really matters. A meeting that makes possible the learning, connection, engagement, and outcomes that stakeholders and participants want.

Providing this safe discovery process allows each person to get immediate answers to the core questions that they want and need to know about the other participants. If there are people in your roundtable you’d like to meet, you’ll find out who they are. You’ll hear a wealth of topics and issues that are on participants’ minds, including great new ideas. You’ll discover the people in the room who can be valuable resources for you: people with experience and expertise to help you with your current challenges, and people who are interested in exploring or collaborating on common interests you find you share. And finally, you may well discover (to your surprise) that you are a valuable resource for other participants!

When the roundtables are over, you will have something that typical conferences never supply: key information about the people present that provides a fantastic introduction to the participants, current challenges, opportunities, and resources in the room.

You then have the rest of the conference to take advantage of everything you’ve learned.

Why early discovery works so well

There’s nothing I’ve described that can’t also be done through painstaking conversation with the strangers around you at an event. What three-question roundtables do so well is supply and support a simple process that makes this discovery efficient, and comprehensive. Your participants will share and receive the information they need to make the conference that follows maximally effective for them. And they will appreciate that!

Want to transform your next conference by facilitating early discovery?

The full nitty-gritty details of how to prepare for and run three-question roundtables can be found in my book The Power of Participation: Creating Conferences That Deliver Learning, Connection, Engagement, and Action. Or experience the power of a roundtable yourself (and many more ways to significantly improve your conferences) by attending one of my Participate! workshops.

How to crowdsource a conference program in real-time

Here’s a real-life example of how to crowdsource a conference program in real time.

In May 2017 Liz Lathan and Nicole Osibodu invited me to design and facilitate the session crowdsourcing at the first Haute Dokimazo unconference in Austin, Texas. Eighty invited participants from around the U.S. spent a joyful and productive day at the Austin Children’s Museum’s Thinkery where we crowdsourced a program focusing on event portfolio needs and wants of brands and agencies.

Watch this three-minute video for a taste of the event — then read on to learn how we crowdsourced the program.

Pre-crowdsourcing work

Every peer conference has an arc that includes and integrates three elements: a beginning, a middle (the program itself), and an end (reflecting, evaluating, and developing individual and group outcomes & next steps). The beginning is when crowdsourcing takes place. Before crowdsourcing it’s critical that participants get to learn about each other as much as possible in the time available. The best way I know to support initial inter-participant learning and connection is The Three Questions process I devised in 1995 (see my books for full details).

After quickly introducing and having the group commit to six agreements to follow at the event, we had forty-five minutes available for The Three Questions. To ensure each person had time to share, we split the participants into four equal-sized groups. Facilitators, trained the previous evening, led each group.

Once group members had learned about each other, we reconvened to crowdsource the afternoon program.

How we crowdsourced the Haute Dokimazo program

Crowdsourcing took just 25 minutes. Participants used large colored Post-it™ notes to submit session topics. We used pink notes for offers to facilitate or lead a session, and other colors for wants, as explained in the diagram below.
crowdsource a conference program
We read the topics aloud as they came in. Once we had everyone’s responses, the participants left for their morning workshops. Meanwhile, Liz Lathan and I moved the note collection to a quiet space, clustered them…
crowdsource a conference program
…and worked out what we were going to run, who would facilitate or lead each session, and where it would be held.

The resulting sessions

During lunch, we checked that the session leaders we’d chosen were willing and available for the schedule we’d created. Finally, we created a slide of the resulting sessions. We added it to the conference app and projected the afternoon program on a screen during lunch.

This is just one way to crowdsource a conference program in real time. Want a comprehensive resource on creating conference programs that become what your attendees actually want and need? My book Event Crowdsourcing: Creating Meetings People Actually Want and Need contains everything you need to know. Learn more here!

There are no wrong answers to these questions

A computer dialog box that has the text "WRONG ANSWER" and a single "Quit" button to click.Has anyone ever told you, “There are no wrong answers to these questions”?

Over 50 years ago, a teacher asked me to publicly announce my score on a ten-question biology pop quiz. “6,” I said, and there were loud gasps in the classroom. The class of twenty-three students was shocked. They thought Segar (we were all addressed by our last names) was smarter than that. Although it has lost its emotional impact, I still remember the shame I felt at that moment.

I suspect that most people can remember, all too well, similar experiences during their childhood. Setting up people for shame about their performance is, sadly, a far too common occurrence that can have a serious effect on one’s feelings of self-worth later in life.

And that’s why when I introduce The Three Questions exercise at the start of Conferences That Work, the most important instruction I give is to tell participants:

“There are no wrong answers to these questions.

There are no wrong answers to these questions

For example, when each participant answers the first question: How did I get here? (in this room at this conference today) he or she can provide an answer ranging from the factual:

I drove here on Route 9

to the intimate:

I have been coming to this conference for years and got my current job through the connections I made here. This year I will be on the winning team at the annual softball game, and I wouldn’t miss our conference for the world!

Every answer is right. Every answer provides the opportunity for a participant to share at a comfortable level, whatever that might be for them.

I love offering participants the freedom to answer The Three Questions in any way they choose. Perhaps I’m still sensitive about what happened in high school, or, at least, still sensitized to its effects. Whatever the reason, starting with a safe way to share about oneself at the start of a conference provides a gentle introduction to sharing at a deeper level as the event progresses. And knowing that whatever you answer is right is a valuable gift to anyone who has felt shame about their performance, as I did so many years ago.

Photo source: Flickr user kalleboo

Three things conference attendees really want to know about each other

A beautiful tall window with a curved top, framed with red curtains looks out past a verandah and a lawn to city buildings in the distance.

There are three things conference attendees really want to know about each other.

Connections with people are formed by our experience with them over time. (Yes, Buddhists and Taoists, the present moment is our only reality, but we still experience it through the filters of the history and desires in our brains.) Besides learning about people we’re with through our direct experience, we discover more by listening to their descriptions of their past and present experiences and their hopes for the future.

That’s why the first thing that happens at Conferences That Work is a roundtable, where each attendee answers the following three questions (there are no wrong answers!) to the group:

  • How did I get here? (past)
  • What do I want to have happen? (present & future)
  • What experience or expertise do I have that might be of interest to others? (past & future)

As people, one by one, share these three things to know, they share their past, present, and future with everyone in attendance. Each person opens a window for others to see the timeline of their life more clearly. This sharing provides the foundation for connections to deepen during the conference that follows.

Image attribution: Flickr user houseofsims