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, 6
• Aha!-moments, 49
• alternative communication, 9
• 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, 1, 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, 7

• 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, 8–13, 122–133, 124f-126f 128f-132f;
  • tying it together, 122–133, 124f-126f, 128f-132f
• color-coding information, 66
• communication: alternative communication, 9;
  • asynchronous communication, 117–119;
  • extra effort, 12, 19;
  • over-communication, 118;
  • synchronous communication, 117–118;
  • verbal communication, 9, 12, 19, 122, 133;
  • visual communication, 133
• communication challenges 9–10, 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, 9, 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, 3, 5;
  • success of, 8
• instructional clarity, 72
• intended purpose, 106–107
• intention of facilitators, 84–85
• in-the-moment decisions, 85, 87
• invisible group norms, 9, 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, 2
• multitasking, 14–15, 19
• music use, 100–102, 101f, 103, 119

• neural correlates, 49
• neuroscience: of remote facilitation, 5–6, 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, 4
• 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, 9
• real-time collaboration, 107
• recall of concepts, 72
• regional skills scarcity, 2
• reiteration after the call, 116–117
• relatedness concept, 12, 14, 17, 19
• remote collaboration: co-location teams, 8–13;
  • fears over, 10–13;
  • introduction to, 7–8;
  • in meetings, 25;
  • mobile technology development team, 16–18;
  • neuroscience and, 5–6, 10–13;
  • in organizations, 2;
  • reasons for difficulties, 18–19
• remote facilitation: guerilla facilitation, 24–25;
  • importance of, 2–3;
  • introduction to, 1–2;
  • during meeting, 22;
  • neuroscience of, 5–6, 9–11;
  • prior to start of meeting, 21–22;
  • purpose of, 113;
  • summary of, 27;
  • theoretical concepts, 4–5;
  • types of meetings, 25, 26f, 31–32, 46;
  • value of, 3
• 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, 5–6, 10–13
• social cognition models, 9
• social connection, 79–80, 102
• social interactions, 9, 93, 95
• social pain, 31, 79, 142
• social psychology, 4, 6
• 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, 6;
  • co-located teams, 8–13, 122–133, 124f-126f, 128f-132f;
  • motivation of, 31;
  • remote team agreements, 120
• technical barriers, 9–10, 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, 8–13, 122–133, 123f-126f, 128f-132f;
  • fully remote meetings, 133–135, 136f-139f
• uncertainty in remote meetings, 7–8, 14–16, 18, 23, 68, 91
• unconscious decisions, 62
• understanding of outcomes, 72
• validating outcomes with visual cues, 70–72, 73f
• verbal communication, 9, 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, 7, 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, 2
• writing mechanisms, 123, 127