Note: Page numbers followed by f indicate a figure on the corresponding page.
- access concerns, 112, 114,
- Ackerman, Diane, 90
- active engagement and playful learning, 93, 95
- after the call: amplification and reiteration, 116–117;
- asynchronous communication, 117–119;
- fallout concerns, 117;
- introduction, 115;
- maintaining connection, 120–121;
- remote team agreements, 120;
- replication of in-person interactions, 119–120
- agendas, 21–22, 51, 52f Agile frameworks,
- Aha!-moments, 49
- alternative communication,
- amplification after the call, 116–117, 121
- anterior singular cortex, 30
- Arbinger Institute, 78
- asynchronous communication, 117–119
- attention to different contexts, 85–87, 86f
- autonomy: direct threat to, 16;
- of facilitators, 15;
- of individuals, 16;
- in mobile technology development team, 17, 18;
- in SCARF, 12
- awareness in meetings, , 16, 19, 85, 86f, 87, 119, 143
- Axelrod, Dick, 77
- Axelrod, Emily, 77
- back channels, 70 , 88, 100, 108, 114
- behavioral cues, 49, 56
- body-language cues, 23, 32, 66
- brain function: memory capacity, 64;
- neural correlates, 49;
- physical pain, 30–31;
- playful learning, 90–96;
- prefrontal cortex, 92–93;
- reducing cognitive load, 66–68
- breaks in meetings, 56–58, 54f-55f, 57f-58f 61
- Brown, Brené,
- certainty in SCARF, 11–12, 19
- check-in questions, 81–83, 97, 125f
- Churchill, Winston, 48
- co-creation of visual documentation, 53, 61
- Coetzee, Antoinette, 24
- cognitive functioning, 30, 63, 92
- cognitive load, 66–68
- collaboration tools, 25, 112-113. see also remote collaboration
- co-location meetings: equal opportunity creation, 32;
- guerilla facilitation, 24;
- mastering tools for, 106–107;
- meeting artifacts vs. outcomes, 109, 110f, 111f;
- teams in, –13, 122–133, 124f-126f 128f-132f;
- tying it together, 122–133, 124f-126f, 128f-132f
- color-coding information, 66
- communication: alternative communication, ;
- asynchronous communication, 117–119;
- extra effort, 12, 19;
- over-communication, 118;
- synchronous communication, 117–118;
- verbal communication, , 12, 19, 122, 133;
- visual communication, 133
- communication challenges –10, 107, 117–119, 133
- conferencing tools, 113
- connectedness, needs, 12
- connections. see personal connections
- conscious decisions, 62, 63
- container creation for attendees, 103
- creative solutions, 32
- cultural norms/nuances, 17–19
- decision-making documentation, 140
- Derby, Esther, 81
- digital sticky notes, 35–38, 36f-37f, 107
- disengagement in meetings, 50
- distraction in meetings, 50, 59
- diversity considerations, 50, 133
- dopamine, 92, 94
- du Maurier, Daphne, 105
- dysfunction after the call, 121
- email follow-up, 116
- enabling flow of conversations, 140, 143
- energy cues and breaks, 56–58, 54f-55f, 57f-58f, 61
- “energy gauge” symbol, 53
- engagement in meetings, 25, 33, 51
- enriching information with visual cues, 65–66, 67f, 75
- equal opportunity creation: brain function and physical pain, 30–31;
- group opinion displays, 38–41, 39f-40f;
- introduction to, 28–31;
- methods and mechanics, 32–33, 47;
- for participants, 140, 142;
- pre-populating names, 41–43, 42f;
- pre-reading time, 41;
- “pseudo body” substitute, 33–34;
- remote meeting types, 31–32;
- space considerations, 43–46, 44f-45f;
- summary of, 46–47;
- technology considerations, 34–35, 46;
- virtual stickies, 35–38, 36f-37f
- expectation management, 51, 52f, 61, 81–83
- external service providers, 17
- face-to-face conversations, 29
- fairness concerns, 12–13, 15, 17, 19
- fallout concerns, 117
- familiarity concerns, 18, 19
- fear: detrimental effects of, 94;
- isolation and, 14;
- in mobile technology development team, 19;
- remote collaboration, 10–13;
- survival-based decision making, 91
- flow of meetings: Aha!-moments, 49;
- co-creation of visual documentation, 53, 61;
- enabling of, 59–61, 60f;
- energy cues and breaks, 56–58, 54f-55f, 57f–58f;
- introduction to, 48–51;
- managing expectations, 51, 52f, 61;
- methods and mechanics, 51, 52f;
- rooting participants in the present, 59, 61
- Foer, Joshua, 61
- friction during meetings, 117
- frustration in meetings, 50
- fully remote meetings, 32, 133–135, 136f-139f, 140
- fun after the call, 121
- global financial technology firm, 13
- Google Slides, 59, 112
- Grey, Jacqui, 28
- groups: guerilla facilitation, 24;
- norms of, , 12, 19;
- opinion displays, 38–41, 39f–40f;
- problem-solving ability, 23–24;
- size considerations, 25;
- status in, 15;
- working in smaller groups, 83–84
- guerilla facilitation, 24–25
- guiding visuals, 72–75, 141
- higher-order thinking, 143
- higher-quality participation, 91
- humor usage, 103
- hybrid remoting, 32
- idea creation, 35
- information management, 65–66, 67f, 72
- "in-meeting” strategies, 80–81
- in-person facilitation: experiences of, 32;
- interactions, 119–120;
- introduction to, , ;
- success of,
- instructional clarity, 72
- intended purpose, 106–107
- intention of facilitators, 84–85
- in-the-moment decisions, 85, 87
- invisible group norms, , 12
- isolation and fear, 14
- iteration and playful learning, 93, 95
- joy and playful learning, 93, 94, 102–103
- Laing, Sam, 32
- language barriers, 17, 19, 46
- language use, 97–98
- Larsen, Diana, 81
- Law of Two Feet or the Law of Mobility, 87–88
- Leadership and Self-Deception (Arbinger Institute), 78
- leaving meetings, 87–88
- LEGO Foundation, 94
- linear sequence text, 35
- low-barrier mechanism, 140
- managing expectations. see expectation management
- mastering tools. see tool mastery
- in remote meetings meaning and playful learning, 93, 95
- meaningful visuals, 98, 99f
- meeting artifacts vs. outcomes, 109, 110f 111f
- meeting phases, 21–22
- memory/memory capacity: brain function, 63;
- survival-based decision making, 91;
- working memory, 63, 65, 70, 92, 143
- messaging follow-up, 116
- Microsoft’s PowerPoint, 112
- mindset-shifting, 34
- misunderstandings/misinterpretations, 71
- mobile technology development team, 16–18
- multiple-location offices,
- multitasking, 14–15, 19
- music use, 100–102, 101f, 103, 119
- neural correlates, 49
- neuroscience: of remote facilitation, –6, 10–13;
- of social connection, 79–80;
- stressful feelings and, 92–93
- noradrenaline, 92
- nurture connection, 141, 145
- observation in guerilla facilitation, 24–25
- observation of others, 15–16
- Open Space rule, 87–88
- outcome-focused conversations, 95
- outcomes vs. meeting artifacts, 109, 110f 111f
- over-communication, 118
- overcontrolling the space, 23
- Owen, Harrison, 87–88
- pair facilitation and mastering tools, 108
- participant anxiety, 43
- personal connections: attention to different contexts, 85–87, 86f;
- check-in questions, 81–83;
- intention of facilitators, 84–85;
- introduction to, 77–81;
- leaving meetings, 87–88;
- methods and mechanics, 81–83;
- nurturing of, 88–89;
- working in smaller groups, 83–84
- perspectives at hand, 72
- physical pain and brain function, 30–31
- playful learning: defined, 94–95;
- enabling of, 103–104, 141;
- introduction to, 90–96;
- joy and, 93, 94, 102–103;
- language use, 97–98;
- meaningful visuals, 98, 99f;
- methods and mechanics, 96–97, 141, 144;
- music use, 100–102, 101f, 103;
- stressful feelings, 92–93
- power: distribution mechanisms, 133;
- imbalances of, 32;
- of remote facilitators, 15
- prefrontal cortex, 92
- preparation and mastering tools, 107–108, 114
- pre-populating names, 41–43, 42f
- pre-reading time, 41
- presentation tools, 113
- principles-based approach,
- problem-solving, 23–24, 29
- provider-related Internet issues, 133
- “pseudo body” substitute, 33–34
- quality meetings, 21–22
- quality thinking, 103
- “raise hand”mechanism,
- real-time collaboration, 107
- recall of concepts, 72
- regional skills scarcity,
- reiteration after the call, 116–117
- relatedness concept, 12, 14, 17, 19
- remote collaboration: co-location teams, –13;
- fears over, 10–13;
- introduction to, –8;
- in meetings, 25;
- mobile technology development team, 16–18;
- neuroscience and, –6, 10–13;
- in organizations, ;
- reasons for difficulties, 18–19
- remote facilitation: guerilla facilitation, 24–25;
- importance of, –3;
- introduction to, –2;
- during meeting, 22;
- neuroscience of, –6, –11;
- prior to start of meeting, 21–22;
- purpose of, 113;
- summary of, 27;
- theoretical concepts, –5;
- types of meetings, 25, 26f, 31–32, 46;
- value of,
- remote facilitators: intention of, 84–85;
- meeting phases, 21–22, 22f;
- power of, 15;
- problem-solving ability of groups, 23–24;
- role of, 20–21
- remote meeting types, 25, 26f, 31–32, 46
- remote space agreements, 68–70, 71
- remote team agreements, 120
- replication of in-person interactions, 119–120
- reporting-style behavior, 13–14
- reward circuitry, 94
- Rock, David, 10–11
- rooting participants in the present, 59, 61
- “rule of the space,” 21
- SCARF model, 10–11, 78, 142
- security concerns, 112
- sense-making tool, 64
- session requirements/rules, 51, 61, 107
- social behavior, –6, 10–13
- social cognition models,
- social connection, 79–80, 102
- social interactions, , 93, 95
- social pain, 31, 79, 142
- social psychology, ,
- solo remoting, 31
- South African minibus taxis, 20–21
- space considerations for meetings, 43–46, 44f-45f
- Sprint Reviews, 123, 126f
- status: in groups, 15;
- reporting on, 13;
- in SCARF, 10–11
- stressful feelings, 92–93
- survival-based decision making, 91
- synchronous communication, 117–118
- team-related activities, 120
- team/teams: autonomy in mobile technology development, 17, 18;
- coaching methods, ;
- co-located teams, –13, 122–133, 124f-126f, 128f-132f;
- motivation of, 31;
- remote team agreements, 120
- technical barriers, –10, 19, 51
- technology considerations: equal opportunity creation, 34–35, 46;
- fears, 19;
- global financial technology firm, 13;
- mobile technology development team, 16–18
- thinking styles, 46
- timeboxes (time limits), 50, 51, 127
- time zone differences, 18, 117
- tiredness in meetings, 50
- tool mastery in remote meetings: access and security, 112;
- back channels and, 108;
- choosing tools, 112–113;
- direction changes, 108;
- intended purpose, 106–107;
- introduction to, 105–106;
- meeting artifacts vs. outcomes, 109, 110f, 111f;
- overview of, 113–114, 142;
- pair facilitation and, 108;
- preparation and, 107–108, 114
- trust by default, 118
- Turner, Cara, 24
- tying it together: co-located teams, –13, 122–133, 123f-126f, 128f-132f;
- fully remote meetings, 133–135, 136f-139f
- uncertainty in remote meetings, –8, 14–16, 18, 23, 68, 91
- unconscious decisions, 62
- understanding of outcomes, 72
- validating outcomes with visual cues, 70–72, 73f
- verbal communication, , 12, 19, 122, 133
- video-conferencing chats, 35
- virtual game sessions, 120
- virtual stickies, 35–38, 36f-37f, 107
- visual communication, 133
- visual cues: enriching information with, 65–66, 67f, 70;
- guides for, 73–76;
- introduction to, 62–65;
- metaphors and abstract thought, 74–75;
- methods and mechanics, 65–66, 144;
- as playful learning, 103;
- reducing cognitive load, 66–68, 69f;
- remote space agreements, 68–70, 71f;
- validating outcomes with, 70–72, 73f
- visual documentation, 53
- vulnerability meetings, , 13–16, 84
- watercooler talk, 119
- Weinberg, Gerald M., 20
- working in smaller groups, 83–84
- working memory, 63, 65, 70, 92, 143
- work-life balance,
- writing mechanisms, 123, 127
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