Better Meetings - Third Space Studio

Better Meetings THIRD SPACE STUDIO

MEREDITH EMMETT HEATHER YANDOW

Table of Contents Part 1: Introduction Third Space Studio - 1

Part 3: Meeting Design Explore - 32

Overview - 6Â

Generate - 37

Added Support Options - 7

Choose - 43

Our Secret Sauce - 8

Considerations for Choosing Tactics - 49

Part 2: Facilitation The Role of the Facilitator - 12

Part 4: Additional Considerations Openings and Introductions - 52

The Five Stages of Facilitation - 13

Closings - 54 Report Outs - 56 Virtual Meeting Considerations - 58

Part 1: Introduction

Third Space Studio But bad meetings can cause confusion, frustration, and loss of morale. Meetings can be better. We use meeting time to be creative, to problem solve, to make decisions, to build relationships. You can too!

At Third Space Studio, we partner with nonprofits to bring focus and clarity to their work. We ask provocative questions and actively listen to the answers—and we create a thoughtful space to ensure that everyone can contribute equitably to the conversation. Using

We love designing and facilitating gatherings and have more than 40 years of combined experience in creating better meetings.We want to share the tools, techniques, and tips that we have learned over our many, many meetings with you.

innovative and resourceful strategies, we guide teams into deep thinking and encourage and support bold decision-making. Whether you need a guide as you navigate a new strategic plan or make a culture shift, a coach to hone your leadership skills, or a capacity building boost, Third Space Studio is here to help you move forward.

At Third Space Studio, we believe meetings are critical tools for organizations to learn, grow, and make collective decisions.

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Our Facilitators When she was ten years old, Meredith Emmett wanted to be a marine biologist, a bicycle mechanic, or the president. Instead, she became a nonprofit leader with over 30 years of experience. Her curiosity, willingness to tinker, and driven vision never went away.

As the founder of Third Space Studio, Meredith Emmett uses her thirty-plus years of experience as a nonprofit leader to help our clients grapple with challenges and amplify successes.

Meredith deeply believes that we cannot tackle the complex challenges of today using yesterday’s practices.

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Prior to founding Third Space Studio in 2001, Meredith served as executive director of three North Carolina-based nonprofits: The Institute for Southern Studies, NC Community Shares, and Public Allies of NC. Meredith has served on numerous local, state, and national nonprofit boards. She currently sits on the board of Democracy NC and the Ellerbe Creek Watershed Association.

When she is not facilitating unusual connections and insightful conversations, Meredith can be found puttering in her garden or painting in her studio at her home in Durham, NC.

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Heather Yandow is a collaborative coconspirator and creative thinker with over 18 years of experience in the nonprofit world. Inspired by issues that touch her heart and organizations invested in relationships, Heather gets joy out of helping groups move forward from chaos to clarity.

Phrases like “adaptive leadership” and “change management” are sure to get her mind churning. Before Heather joined Third Space in 2010, she was the Director of Development and Communications protecting North Carolina's environment and public health.

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With a personal motto of “just do it,” Heather identifies problems and dreams up actionable solutions. This talent has led to many projects: Heather is the founder of Nonprofit.ist, an online resource that helps pair nonprofits with the right consultants; a co-founder of Beehive Collective, a Raleigh-based giving circle; and the creator of Third Space Studio’s Individual Fundraising Benchmark Report.

In her rare downtime, Heather gets outside to walk her dog, take a swim, or just enjoy lunch with friends around her hometown of Raleigh, NC.

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E-Book Overview

This eBook focuses on meeting design,

If the role of facilitation is new to you,

we share strategies that set the stage for

we encourage you to start from the

better meetings. We start off with an

beginning and work your way

introduction of our meeting design

through, otherwise, feel free to jump

methods (aka our secret sauce), and

around the sections as needed.

then take you through choosing effective tactics that help groups explore

This e-book will give you enough

meaningful topics, generate ideas, and

insight and tactics to start

choose the best path forward in order to

designing and leading better

accomplish organizational goals and

meetings. However, if you or your

group objectives.

team need tailored support, we have other options available for

The e-book ends with notes on openings,

you beyond this e-book.

introductions, closings, report outs, and some special recommendations regarding virtual meetings (we also weave in virtual meeting tips throughout the e-book).

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Third Space Studio’s Better Meetings training: Two 3 hour Zoom sessions or one full day in-person training. During our interactive training, we cover topics like when to meet, working with disruptive behaviors, catering to different learning styles, inclusive techniques, and more - all while modeling the facilitation tips and methods promoted in this e-book.

Need Additional Support?

1-1 Coaching and design assistance: We will work with you one-on-one and help you reach personalized facilitation goals, at a pace that best fits your unique needs.

Invite us to facilitate:Â We have worked with hundreds of clients and organizations across the state of North Carolina and beyond, designing and leading meetings that support client objectives. www.Thirdspacestudio.com

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What We’ve Learned about Designing and Leading Better Meetings We have designed and led hundreds of meetings and as we’ve considered what makes our facilitation work, we’ve come up with seven core principles that we call our secret sauce.

Our Secret Sauce 11

1. 80% of the work happens before you walk in the door. The most important work you do is in the contracting conversations, design time, and self-preparation activities that happen before the meeting. Once you are in front of the group, the hard work is often already done.

2.You are responsible for the container – the participants are responsible for what they put in it. Your job is to design an engaging and impactful meeting and to lead that meeting in a way that everyone can show up and do their best work. How participants choose to show up - prepared or not, collaborative or not, attentive or not is not in your control. You can do your best to encourage their full and useful participation, but it is ultimately up to participants as to how they engage.

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.

3. It’s all about the questions. The key to

4. Integrate the three modes of

designing an effective and engaging

learning. To fully engage all participants,

meeting is designing effective and

think about how to integrate those who

engaging questions. All of the tactics listed

are auditory, visual, and kinesthetic

in this e-book are used in conjunction with

learners. Have important information

a great question asked to participants. The

presented both vocally and in written

best questions are open ended,

form. Try to include movement, role play,

answerable by participants, and move the

or writing for those who engage by doing.

conversation forward towards the

5. Be always present, observant, and

meeting’s ultimate goals.

flexible. Your work as a facilitator is to be fully present - away from any distractions on your phone or email - so that you can fully observe what is happening among participants. With these observations, you must remain flexible and willing to change your meeting design to serve the group and the goals. The advance design you create for any meeting is a best guess for how the meeting is going to unfold.

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6. Maintain positive regard for each individual at all times. As the meeting facilitator, you are tasked with engaging all participants in doing their best work.

Maintaining positive regard and giving participants the benefit of the doubt is a critical component of leading good meetings.

7. It takes practice. Like any skill, designing and facilitating great meetings takes hours of practice. If you are new to this work, find low-risk opportunities to practice your skills. For those with experience, each new tactic to tool requires practice to master.

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Part 2: Facilitation

The Role of the Facilitator We believe that the facilitator is responsible for creating an environment

Promote mutual understanding.

where a group of people can be

Help the group stay focused on their goals.

productive and effective in achieving their goals for meeting. This means taking on a

Structure the group's thinking.

variety of different roles over the course of a meeting.

Summarize discussions and conversations, help the group see their own conclusions.

Support everyone to do their best thinking.

Support the group to identify end results or actions to create sustainable agreements.

Encourage full participation and prevent dominance.

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The 5 Stages of Facilitation

Facilitating is more than being with a group of people and guiding their work while you are present with them. Much of the work of a successful meeting happens before a group ever comes together. We think about the work in five stages.

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Stage 1: Contracting

We often find that we have to do some initial work helping the hosts of the meeting to clarify their desired outcomes and to realistically align outcomes, participation, time, and

In this first stage of the work, you as

space.

the facilitator are getting clear about expectations: What are the desired outcomes for this meeting or series of meetings? How many people will be there? What roles do these individuals play in the organization? What kind of space or technology platforms are available? How much time has been allocated?

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To help a host articulate outcomes, we pose some form of the following questions: Let's imagine that the meeting has come to a close. You are reflecting on the wild success of the meeting.

What has happened?

What was accomplished?

What do you want to happen that would not happen without this meeting?

It’s useful at this point to test whether or not a meeting is needed to achieve the desired outcomes.

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If the purpose of a meeting is for someone to make a statement or share information without the need for feedback, is a meeting necessary? Is there another form of communication that might serve the intended purpose?

We also find that we have to do a lot of testing of alignment between the outcomes and the participants. Are you inviting the people that need to be in the room to accomplish the desired outcomes? If the group needs to make decisions, will those with decisionmaking authority be in the room? Do you have sufficient representation of the stakeholders who have information and perspective to share?

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DESIRED OUTCOMES: the specific results that the group will achieve by the end of the meeting. A successful meeting is built on the foundation of clear and realistic desired outcomes.

Every meeting, even routine team meetings, ought to have clear desired outcomes.

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Desired outcomes typically fall into

Relationships: What connections

one or more of the following

do you want to weave between

buckets:

people? What do you people to believe about one another? What

Knowledge: What do you want

do you want people to share and

people to know as a result of the

why?

meeting? What knowledge do you want the group to generate? What do you want people to create together?

What do you want people to better understand?

Action: What do you want people to do as a result of the meeting?

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Here are some example lead-ins for desired outcomes with the ellipsis

Tip

representing your specifics: A decision on ….

Agreement on how we will respond to …

Since they are results to be achieved, write desired outcomes as nouns. It is also useful to be specific about the

A work plan for moving forward on …

outcomes. If the desired outcome is about developing options, how many

Ideas on …

options? If the desired outcome is

Feedback on a proposal to …

about stronger relationships, are there particular relationships that need to be

Enhanced understanding of …

stronger, and in what way?

New connections between ...

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Stage 2: Design The design stage is the most important and time intensive stage of facilitation.

Meeting design is the act of thinking about how to move the identified group

Design focuses on both content - what will be addressed and decided - and process - how the discussion will happen and how decisions will be made.

Three concepts guide our design work.

of people through the work that they need to accomplish to achieve the desired outcomes in the allotted time.

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1) Articulate the Questions

What resources do we have available?

We start the design process by thinking

What have we learned from

about the blocks of work that the group

efforts to solve similar problems?

must accomplish to move from current reality to the desired outcomes. When

Shaping the blocks of work as a

we know the blocks, we frame each one

question helps the group know

as a question that needs the group’s

what will be expected of them and it

attention.

helps us hone in on appropriate meeting tactics.

What is the problem we are trying to address?

What do we already know about the problem?

What might others say about the problem?

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2) Move the Group through the Groan Zone

Effective decision-making to address

There are natural dynamics to group

familiar perspectives, and then

decision making that must be

landing on a solution.

complex challenges requires more than naming problems, exploring the

acknowledged in the design. Sam

The group must examine multiple

Kaner, author of Facilitator’s Guide to

and varied perspectives and ideas,

Participatory Decision‐Making and

organize the divergent ideas, and

executive director of Community at

focus on what’s most important

Work, created the Diamond of

before converging on a solution

Participation model to acknowledge

and a decision.

the natural dynamics of successful group decision-making.

He calls the stage between divergence and convergence, the “groan zone”.

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Meeting design is about selecting the frameworks and tools that you will use to move the group through divergence and the groan zone to convergence and resolution. We use our “Explore” tactics to provoke divergence.

“Generate” tactics are useful for honing in on what is most important and articulating options.” We use “Choose” tactics when it is time to make a decision or craft a path forward.

With a careful selection of tactics, moving through the Groan Zone can actually be fun and inspiring.

-Meredith Emmett

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3) Work at Multiple Levels of System Gestalt is a human psychological theory that has been translated by both the Gestalt Institute of Change and the Gestalt Center for Organization and System Development into a set of theories and tools that can be applied to organizational change.

The theory about multiple levels of the system posits that every conflict, problem, or situation within a group of people, organization, or network manifests itself - and can be resolved - at four different levels of the system.

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Self: the personal beliefs, habits,

Our meeting designs create

values, and mindsets of each individual

opportunities for people to work at

in the system

all levels of the system over the course of a meeting. We also think

Interpersonal:Â the one-on-one

carefully about what work to do at each

relationships between individual in the

level of the system. Reflection is best

system

done on the individual and interpersonal levels. Groups are more

Sub-group: the clusters of individuals

productive and creative when they work

within the system, sometimes these

in small groups to generate ideas.

clusters are defined by formal

Collective decision making can happen

affiliation and other times they are much more informal

at the full group level assuming that the

Full group: the full collection of

decisions.

full group has the authority to make

individuals and subgroups within the

More about Levels of System can be found at:

system

http://www.clevelandconsultinggroup.com/articles/ emergence-gestalt-approach-to-change.php

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The result of the design process is a

We never share the run-of-show

detailed “facilitator’s guide” or “run-of-

with meeting participants as it

show” for the meeting. This document

would be like sharing the script of

includes all of the information that the

the play with the audience. The

facilitator needs to guide the group

participant’s agenda is generated

through the design.

from the information in the run-ofshow and includes desired

We typically include the desired

outcomes, the blocks or sections of

outcomes, number of

the meeting with times, and

participants, start and end times,

objectives and high level

and any needed equipment and

descriptions of the activities for

supplies.

each section. Sometimes we share

We also include the start time, planned

rather than objectives and

a framing question for the section

amount of time, and directions for each planned activity.

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activities.

Stage 3: Preparation

Making sure that the space or virtual meeting platform will work for what you have designed.

Pulling together any needed

Once the design is in place, there is other preparation work to be done:Â

supplies.

Distributing the agenda and any other

Finally, ensuring that you are rested, nourished and centered, ready to

pre-work to participants

fully present, observant, and flexible.

Preparing worksheets and any other materials to be used during the meeting Sharing expectations about time and content with presenters and helping them practice or prepare.

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Stage 4: The Facilitation If you have done thorough work in

Your important roles during the

the first three stages and have

meeting are to help individuals

clear expectations, a good design,

listen to one another, synthesize the

and are well-prepared, the act of

conversations and conclusions, and

facilitation can seem effortless.

help the group see where they

You’ll guide the group through the

agree and where they need further

exercises and conversations in your

discussion and exploration.

design, adapting to what you observe about the group’s ability and appetite to do the work that they need to do to achieve the meeting’s desired outcomes.

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Stage 5: Documentation A successful meeting is not over when

We find that when we do the

everyone exits the room. The last step is

documentation the group is able to

to document the decisions and

see what they have accomplished

conversations. It means translating the

more clearly.

group’s work captured on stickies, flipcharts, and worksheets. It means recording the decisions made by the group as well as next steps. Sometimes we prepare meeting notes as part of our facilitation. Sometimes we ask someone who was a participant in the meeting to serve as the recorder.

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Part 3: Meeting Tactics

Explore, Generate, and Choose We’ve divided up our meeting tactics into three categories: Explore, Generate, and Choose. Use Explore tactics when you want to develop deeper understanding, bring in new perspectives, or create a shared sense of the context of your work.

Choose Generate tactics when you want to create new ideas, synthesize individual thinking, or generate structure brainstorming. Use Choose tactics when you need to make a decision, understand priorities, or get the group’s agreement on a way forward

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Like, Change, Questions Reflection and Debrief

Explore

Appreciative Interviews Mind Mapping Author-to-Author

Like, Change, Questions Description

Requirements

Virtual Modifications

Many meetings are called to give

At least 15 minutes.

Chart questions before the meeting on a

someone feedback or input on a proposal. Give some structure to the session so that it is time and idea efficient. Facilitate a conversation using 3 questions: 1. What do you like about the proposal?

Â

Google Doc and share the Google Doc

Notes and Variations If there are multiple proposals, you can post the 3 questions for each proposal and have people circulate between stations writing down their answers. You can also use plus, minus, and

2. What would you change about the

implications or risks, benefits, and

proposal?

questions as the frame.

3. What questions do you have about the

link with the group in the Zoom chat box when it is time to collaborate.

Collaborating on a Google Doc works best for small groups (under 8). For larger groups, separate into breakout rooms and use the Zoom whiteboard feature to capture responses. Another option for larger groups is to use the Zoom chat function. Type the questions one at a time in the chat box and allot

proposal?

time for participants to respond directly in the chat box.

Capture the group’s thinking on a flipchart. Once participants have run out

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of responses to the three questions, if

Google Docs

you have time, you can return to the list

Zoom Video Communications

of questions and ask the proposer to respond.

Additional Resources Zoom Live Training Webinars at Zoom.us Visit google.com for more on collaborating with Google Docs.

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Reflection and Debrief Description

Requirements

Virtual Modifications

Debriefing an activity allows a group to

The only thing you need for a powerful

For smaller groups (under 8) pose the

create meaning and to connect an

debrief is a couple of good questions. Â

debrief questions directly to the group.

experience to relevant issues or future

You may ask groups to raise their hand

action. A debrief allows for reflection on

Notes and Variations

what happened and why, the implications of those results, and any

You can debrief an activity that happened share out one-by-one. For larger groups in the context of the meeting or use the we recommend using the Zoom breakout

next steps.

meeting to debrief something that

room feature with an assigned recorder

happened outside of the meeting

in each room, prepped to share out the

environment.

groups reflections once the larger group

What?

What were we trying to accomplish?

or go around and ask participants to

reconvenes.

Where did we hit (or miss) our objectives

Debriefs can be done with the full group

or intentions?

or can start in pairs or small groups.

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Ask people to choose a picture or an

Zoom Video Communications

Why were we successful (or not)?

Given what we learned, what should we do next?

So what?

object from a selection and then talk about how the visual is a metaphor for their experience.

What have we learned?

What did you discover about yourself?

What now?

What is your number one take-away?

Additional Resources Outward Bound and NOLS are experts at debriefing experiential learning.

See How to Design a Debriefing Session by Heidi Hammel for some of their good thinking.

Zoom Live Training Webinars at Zoom.us and support.zoom.us to learn how to manage breakout rooms.

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Appreciative Interviews Description

Requirements

Virtual Modifications

Appreciative inquiry is the search for

We create interview protocols in advance

Assign manually or permit Zoom to

what is best in people and their

of any meeting where we use

randomly assign groups to breakout

organizations and endeavors. An

appreciative inquiry. Advance work helps

rooms and set the breakout room timer

appreciative interview is an inquiry into

us to create well-honed questions.

accordingly. Debriefs can be

strengths, possibilities, and successes.

At least 15 minutes for partners to

accomplished verbally or in the chat box.

Appreciative interviews include such

interview one another.

questions as: Tell me the story about your organization at its best?

Notes and Variations

Tech Recommendations Zoom Video Communications

N/A

What happened?

What was your role?

Imagine it's the year 2025 and your organization has achieved wild success?

What does that success look like?

We give people a protocol with a set of questions and ask them to interview each other and to take notes.

Additional Resources The AI Commons offers a wealth of information and resources about appreciative inquiry: appreciativeinquiry.champlain.edu.

Zoom Live Training Webinars at Zoom.us and support.zoom.us to learn how to manage breakout rooms.

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Mind Mapping Description

Requirements

Virtual Modifications

Mind Mapping is a way of collecting and

Wall space suitable for posting a sheet of

We strongly recommend facilitating a

recording ideas without worrying about

butcher paper 3 feet or wider and at least virtual mind map with a co-facilitator.

the order in which they are shared. A

6 feet long. We have also patched

The lead facilitator works with the group

mind map is often created around a

together flipchart pages. A variety of

to share ideas while the co-facilitator

single concept or question, written, or

colored markers. It can be helpful to have charts responses directly into a Miro

drawn in the center of the page. The

one person do the recording and while

board (mind mapping templates are

facilitator, or a recorder, writes down

another person works with the group to

available).

ideas and thoughts as they are shared

share ideas.

and connects them to similar items that have been previously shared.

An effective Mind Map shows the "shape" of the subject, the relative importance of individual points, and the way in which ideas relate to one another. A good mind map can be reviewed quickly and serves as a vehicle for participants to make meaning of the information.

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Notes and Variations We often use mind mapping when doing scans: What trends and driving forces may influence the mission and work of your organization? We’ve also seen it

Zoom Video Communications Miro: Free online collaborative whiteboard with built in mind mapping templates

used to capture tasks before creating a work plan. Sometimes we ask groups to highlight the most significant items on the map with dots.

Additional Resources Mind maps were popularized by Tony Buzan, whose company also produces a software package for mind mapping. There are other software tools that can be good for finalizing a mind map produced by hand.

Visit the Miro Help Center to learn more about how to use their mind map templates.

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Author-to-Author Description

Requirements

Virtual Modifications

This exercise is useful for exploring

Works best in groups of 8 – 15 though if

For groups larger than 8, discussions can

critical questions from different vantage

the group is larger the discussions can

happen in smaller groups of 3-5 in Zoom

points and introducing new ideas. Each

happen in small groups of 6 – 8.

breakout rooms.

A wide selection of books with easily

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participant chooses a book or article from a selection provided by the facilitator. Participants are also briefed on how to read a book in an hour and what notes to capture.

digestible content – provide more books than people. Books can be tied to the topic or open tangential thinking with metaphors. We have used books about

After reading, participants are invited

bees, ants, and other natural systems.

into a discussion on a topic or question

An overnight or long break so that folks

and asked to assume the persona,

have time to read.

knowledge base, perspective, and opinions of their chosen author as they engage with other authors on the topic

At least 30 minutes for the author-toauthor conversation of the topic.

or question at hand.

A debrief is useful to synthesize the ideas for application.

Additional Resources MG Taylor originated this exercise. They no longer exist though have resources on the web.

How to Read a Book in An Hour handout available at www.thirdspacestudio.com/bettermeetings Zoom Live Training Webinars at Zoom.us and support.zoom.us to learn how to manage breakout rooms.

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Zoom Video Communications

Stickies and Grouping Small Groups with Worksheets

Generate

Carousel Scenarios 1- 2 - 4 - All Provocative Images

Stickies and Grouping Description

Requirements

Virtual Modifications

Give everyone a set number of large

Large post-it notes and markers. The 5 x

Just as you would in-person, assign

sticky notes and ask them to list one idea

7 ones are large enough to see from far

groups a set number of stickies using

per sticky. Once everyone has finished

away.

Google Jamboard. For larger groups, you

writing, move around the group asking each person to share one of their stickies. Once everyone has shared one, ask the group for items that are the same or similar to the ones already shared. Cluster like items with like items.

Continue sharing until everything is

You want people to write large enough and clear enough so during the final iteration everyone can see. Use Sharpies or a wide tip marker.

Sufficient wall space to hang and cluster

may consider splitting up into breakout rooms with separate Jamboards, inviting breakout room groups to share out with the whole group using screen share. You could also use 1 - 2 - 4 - All to reduce the number of ideas before moving to the

all the stickies that will be generated.

Jamboard.

title each cluster with the essence

Notes and Variations

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or theme of the cluster. This way of

If the group is large, have people

Zoom Video Communications

collecting and clustering ideas is a

generate their ideas in pairs or triads or

time efficient way to synthesize a lot of

Google Jamboard

even small groups.

posted and clustered. It can be useful to

data. By pooling individual contributions into patterns, it honors the contributions of everyone while minimizing polarization and conflict.

Additional Resources Our sticky clustering method is derived from The Technology of Participation of the Institute of Cultural Affairs. www.ica-usa.org Zoom Live Training Webinars at Zoom.us Visit support.google.com to learn more about Google Jamboard.

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Carousel Description

Requirements

Virtual Modifications

Post 4 to 5 provocative questions related

You need no less than 7 minutes per

For virtual meetings, we recommend

to the topic at hand around the room.

station for a robust conversation.

holding no more than three “stations”

Provide plenty of space around the question for people to write their responses. Create groups of 2 – 4 people and ask them to rotate through each of the stations at timed intervals. Remind people that they must write down the content of their conversations.

Encourage people to build on earlier ideas and to even disagree. In the last round, have people return to their first station or to self-organize to the station

Notes and Variations You can have one group spend a longer amount of time to do the initial thinking.

Other groups then rotate to provide feedback on the first group’s thinking. In this case, it is helpful to have one person stay behind as others rotate. The person that stays behind can share the thinking and ask for feedback. Carousel can be combined with small group worksheets.

(i.e. breakout rooms) at a time. Each group focuses on a separate provocative question. When it is time to rotate, exchange participants into different rooms to discuss a new question and build off the work of the previous group (groups may document conversations on a Zoom whiteboard). It is still helpful to have one person stay behind in each breakout room.

that most piqued their interest. Ask the

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group in this last round to synthesize

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and report out what was generated.

Additional Resources Carousel is a variation of a World Café. The folks that designed the World Café experience have a great toolkit for hosts at www.theworldcafe.com Zoom Live Training Webinars at Zoom.us and support.zoom.us to learn how to manage breakout rooms.

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Small Groups with Worksheets Description

Requirements

Virtual Modifications

Small groups allow time for everyone to

The worksheet printed or written on a

Build a worksheet in Google Docs and

speak and to be engaged. They prevent a

large enough sheet of paper that

share with the group before or

few people from dominating the

everyone can see. We provide post-its

during the meeting. Assign or have Zoom

conversation and can be less

and Sharpies so that people can edit and

randomly assign participants to breakout

intimidating for quieter people. They are

rearrange their thinking.

rooms in groups of 3-5. Ask for a

also efficient ways to discuss many topics at once. Worksheets are a useful tool for framing the work for a small group. The worksheet can include one question or multiple questions related to a topic. Be

Time limits keep groups from wandering.

volunteer recorder to document responses. Be sure to set the breakout

A group of 6 can usually work through 3 – room timer accordingly.

4 questions in about 15 minutes.

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sure to give the small groups clear

Limit the size of the small groups to no

Zoom Video Communications

instructions on the purpose of their work

more than 8. More than that and people

and what they will need to report

cannot hear one another or see the

Google Docs

out.

worksheet.

Notes and Variations Many print shops have a blueprint or large format printer and can blow an 8.5 x 11 page up to fit a sheet that is 24 inches or 36 inches wide.

Additional Resources See Moments of Impact: How to Design Strategic Conversations that Accelerate Change by Chris Ertel and Lisa Kay Solomon for tools and frameworks that can help you structure the content of your worksheets www.momentsofimpactbook.com Zoom Live Training Webinars at Zoom.us and support.zoom.us to learn how to manage breakout rooms.

Visit google.com for more on collaborating with Google Docs.

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Scenarios Description

Requirements

Virtual Modifications

Scenarios are stories about the way the

A lot of advance work or a long meeting

Use Google Slides (or PowerPoint) to

world might turn out if known and

to craft scenarios.

present the problem statement along

unknown trends and conditions are met.

With a few alternative scenarios, a group can examine uncertainties and prepare their responses. Crafting scenarios is a five step process: 1) define the problem/question and the timeline; 2) gather data on the certain and uncertain trends and driving factors; 3) create a list of assumptions and separate the certainties from the

Access to trends data.

Notes and Variations You can also use scenarios to test the application of concepts in a training.

Solicit likely scenarios from participants and then use small groups to explore ways that the concepts shared in the training can be applied to the scenario.

uncertainties; 4) plot the two most

with any data/trends via Zoom screen share. Have the group work collaboratively in a Zoom whiteboard to generate assumptions, then prioritize (using Zoom stamps) those that are certain vs. uncertain. For smaller groups, invite participants to craft stories. For larger groups, assign or have Zoom randomly assign participants to breakout rooms to craft stories then report out when the larger group reconvenes.

significant uncertainties against each other; and 5) craft stories about the

Tech Recommendations

future generated if the uncertainties

Zoom Video Communications

prove true. The stories can then be used

Google Slides (or PowerPoint)

to discuss potential responses.

Additional Resources What If? The Art of Scenario Thinking for Nonprofits by the Global Business Network.

Mind Tools has a simple scenario process at www.mindtools.com Zoom Live Training Webinars at Zoom.us and support.zoom.us to learn how to manage breakout rooms.

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1 - 2 - 4 - All Description

Requirements

Virtual Modifications

1 – 2 – 4 – All is a tool for both generating

Use index cards or post-its. You want

Invite groups to generate their 3-4 ideas

and narrowing ideas, options, and

people to write large enough and clear

individually on their writing device of

priorities. It starts with each individual

enough so during the final iteration

choice before assigning them to a

generating a set number of ideas and

everyone can see. Impose tight time

breakout room for pair work. In the

options (3 or 4 usually works). Individuals

limits as people can get caught up in

breakout room, pairs combine their

then form pairs, share what they have

discussing rather than choosing.

individual ideas on a Zoom whiteboard

generated, and combine or discard until they have a shared set of 3 - 4 options.

Pairs then combine with another pair to do the same process of combining and discarding. The group then has a smaller set to discuss and prioritize. When everyone has had a chance to contribute and discuss the ideas, it is easier for people to reach a conclusion.

Notes and Variations If the group is larger than 24, you may want to include one more iteration with groups of 4 partnering. This will limit the amount of information for the full group to absorb. For groups larger than 50, you

and prioritize 3-4 ideas using the stamps feature. Combine breakout room sessions, creating groups of four. The newly formed groups of four share and start the prioritization process over resulting in 3-4 prioritized ideas.

may want to gather the last group’s ideas Tech Recommendations in a way that you can then project on a

Zoom Video Communications

screen so that everyone can see.

Additional Resources Facilitation Tools for Meetings and Workshops by Seeds of Change available at www.seedsforchange.org.uk Zoom Live Training Webinars at Zoom.us and support.zoom.us to learn how to manage breakout rooms.

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Provocative Images Description

Requirements

Virtual Modifications

When envisioning a different future,

A set of images, at least postcard-sized,

Upload images onto a Jamboard prior to

exploring a new perspective, or delving

with varying cultures, mediums, and

the meeting and screen share when it is

into a complex concept, it can be helpful

viewpoints represented. Aim to have at

time for groups to select an image. For

to use images to get people out of their

least 1.5 times as many images as people larger groups, you might ask participants

heads.

in the group.

Frame the question or work to be done, and then ask each participant to select an image that represents or reflects their perspective on the work.

Ask participants to share their image and reflections with the full group. Debrief to synthesize and determine the next steps for the discussion.

to share their image selection and

Notes and Variations Participants can use an object, either brought from home or provided by the facilitator, as the prompt. Objects can be as simple as a pen or a phone.

reflections in the chat box as you read out responses to the larger group. For smaller groups, invite participants to share out.

Tech Recommendations

Participants can also be asked to draw an Zoom Video Communications image or create a three-dimensional Google Jamboard object using materials provided by the facilitator.

Additional Resources Museums are a source of postcards with provocative images.

Zoom Live Training Webinars at Zoom.us Visit support.google.com to learn more about Google Jamboard.

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Dot Voting A Visual Spectrum or Continuum

Choose

Idea Rating Sheets Structured Go-Rounds Fist-to-Five or Five Finger Voting Use Your Feet

Dot Voting Description

Requirements

Virtual Modifications

Dot voting is a simple activity for

Need dots or stickers large enough that

For spontaneous voting needs, we

recognizing preferences among limited

everyone in the room can see how the

recommend working directly in Zoom

options. Participants are given a set

dots landed. Keep the list of choices to

using the whiteboard feature. Type up

number of dot stickers and can place

no more than 15 and give people 3 dots.

voting options on the whiteboard and

their stickers next to their preferences.

We allow people to place more than one

invite participants to use the stamp

Options with the most dots “win� or rise

dot on an option to demonstrate the

feature as the voting dots. For more

to the top for further discussion. It can

strength of their preference.

complicated and planned voting needs

be helpful to combine or at least acknowledge similar items to prevent

Notes and Variations

we recommend exploring Mindiply Decido and Poll Everywhere.

vote splitting.

You can also do cumulative voting using

A debrief discussion is important as

paper ballots or an online tool. We often

Tech Recommendations

use dots to lift up preferences as a kind

Zoom Video Communications

people may select different options for similar reasons.

of heat map, but we don’t use it for voting as it is too simplistic. Also, this method has been overused and some

Mindiply Decido (note: limits three votes per person)

groups are resistant. You can use

Poll Everywhere (note: free for groups

different colored dots to represent

under 25)

different subgroups, like board and staff.

Additional Resources The folks at dotmocracy.org have lots of guidance on dot voting.

Visit Mindiply Decido for a free quick polling tool with instructions.

Visit polleverywhere.com for polling instructions.

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A Visual Spectrum or Continuum Description

Requirements

Virtual Modifications

A visual spectrum or continuum is a tool

Enough space for everyone in the group

Set up your spectrum or continuum on a

for helping a group identify the factions

to spread out and to see each other

Zoom whiteboard using the line drawing

in a room. Use it for issues with

while standing. You want enough space

feature. Invite participants to use the

competing or different options (i.e. we

so people can distinguish where they and stamp feature to indicate their placement

ought to go all in on a new idea or keep

others are placed. If the group is large,

along the spectrum. You might assign

things the same). Place the two options

you may want to use a curve rather than

different group members different stamp

at either end of a real or imaginary line.

a line.

types (e.g. board members use stars and

You can write the options down or simply state them to the group. Ask people to stand at the spot on the continuum that bests represent their position. We then ask people who are standing in roughly the same place to talk among themselves about why before sharing their rationale with the

Notes and Variations If the group is large or if you have people who need to remain seated, you can use

staff use checks) to visualize where different members land on the spectrum.

Tech Recommendations

a line on the wall or whiteboard and have Zoom Video Communications people place themselves on the continuum by using a post-it with their name on it..

full group. We then open the conversation to listen across the spectrum. We find that people will move once they hear from others.

Additional Resources Tools for Group Work by Seeds for Change available at www.seedsforchange.org.uk Zoom Live Training Webinars at Zoom.us or the Zoom Help Center to learn more about the whiteboard feature.

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Idea Rating Sheets Description

Requirements

Virtual Modifications

Idea rating sheets are simple tools to

A set of options or ideas that need to be

Share out the idea rating options with an

collect participant’s assessments of the

vetted by a group. Wall or table space to

assigned number (e.g. Love It – willing to

ideas or options that are on the table for

post large sheets of paper. We have seen lead = 1) via the chat box and ask groups

discussion.

this done using 8.5 x 11 sheets but prefer to respond with the corresponding

Use one sheet per idea or option. Each participant can record their level of agreement with the option/idea and write down their rationale for their choice. We typically use the following levels of agreement:

larger sheets at least 11 x 17 so there is

number directly in the chat box. Provide

enough room to collect and see the data.

the idea rating key ahead of the meeting

Notes and Variations You can use different scales of agreement.

if you plan on using this tool multiple times throughout the meeting.

Tech Recommendations Zoom Video Communications

Love It – willing to lead Like It – willing to be an active participant Live with It – have concerns but willing to be supportive Leave It – strong disagreement and suggest leaving this option behind

Additional Resources Blank idea rating sheets are available at www.idearatingsheets.org Sam Kaner’s Facilitator’s Guide to Participatory Decision-Making has info on levels of agreement.

Zoom Live Training Webinars at Zoom.us

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Structured Go-Rounds Description

Requirements

Virtual Modifications

IGo-rounds are useful for equalizing

More useful when the direction or

Ask for a volunteer to start and invite

participation and giving everyone

answer is not yet clear.

them to “pass” the conversation to the

uninterrupted space to express their opinion or perspective. Everyone takes a turn to speak on a subject or question without interruption or comment from other people. Allow people to 'pass' so that no one feels put on the spot. To

Notes and Variations Pass a talking stick or another object so that everyone can see who has the floor.

next participant. Switch the meeting view to “active speaker” displaying only the active speaker (one person at a time).

The stick can be passed around the circle

Tech Recommendations

or in another order.

Zoom Video Communications

keep the conversation focused, clearly state the purpose or central question of the go-round and write the question on a flipchart where everyone can see it.

Set time limits, such as 1 minute each, as necessary.

Additional Resources Tools for Group Work by Seeds for Change available at www.seedsforchange.org.uk Zoom Live Training Webinars at Zoom.us or Zoom Help Center for more on active screen sharing.

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Fist-to-Five or Five Finger Voting Description

Requirements

Virtual Modifications

When it comes time to make a decision,

The only tool that people need is their

Share out the idea rating options (e.g.

five finger (or fist-to-five) voting can help

hands. With a proposal outlined, each

5: This is a great idea; I am ready to

understand levels of agreement in the

participant votes with their hand

lead) via the chat box and ask groups to

group. It is a helpful tool to take the

according to the following

respond with the corresponding

temperature, surface reservations, and

scale:

number directly in the chat box. A poll

test out consensus. Participants who

5: This is a great idea; I am ready to lead.

could also be used. With a small group,

share a 2, 1 or fist should be asked “what change to the proposal would make you increase your score?� Any zeros or ones should be cleared up before the group moves forward. If there are no fours or fives, the proposal likely does not have sufficient commitment to action.

4: I support this idea; it sounds good.

3: I am in agreement.

2: I have some reservations about this

voting can also be done through video.

Provide the idea rating key ahead of the meeting if you plan on using this tool multiple times throughout the meeting.

idea but can support it.

Tech Recommendations

1: I have some serious problems with this

Zoom Video Communications

idea that need to be discussed.

Poll Everywhere (for polling)

Fist: I cannot let this idea move forward

Notes and Variations

Ratings can be customized to your group such as: Love it, Like is, Live with it, or Leave it (similar to Idea Rating Sheet rankings).

Additional Resources Learning With Fist to Five Voting by Agile for All, agileforall.com/learning-with-fist-of-five-voting.

Zoom Live Training Webinars at Zoom.us

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Use Your Feet Description

Requirements

Virtual Modifications

This process is useful when a group is

Three or more options with some

Type out the different options in each

choosing between more than two

complexity in the choices.

corner of a Zoom whiteboard. Invite

options. After a full discussion of the options, members of the group are asked to stand next to a flipchart page, object, or sign that indicates their preferred option. The small group that gathers at each option then articulates for the full group the rationale for their choice. Each small group shares and people are then given the opportunity to change their location. The process

Notes and Variations Can also be used to

deepen understanding about a multifaceted framework. Have participants self-identify with one of the options (by using their feet) and then ask them to share their personal reflections and observations about the facet with the group.

participants to use stamps as placement indicators. For larger groups you might assign similar respondents to a breakout room to share out and have a recorder synthesize the groups reasoning to report out when the whole group reconvenes.

Tech Recommendations Zoom Video Communications

repeats until the group has made a clear choice or the questions and issues that require additional research and conversation have been identified.

Additional Resources Zoom Live Training Webinars at Zoom.us or the Zoom Help Center to learn more about the whiteboard feature.

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Considerations for Choosing Tactics

Time allocated: Be sure to consider if you really have enough time to conduct the tactic without feeling rushed. For small group

When choosing meeting tactics, there

work, consider the time to set up

are a number of considerations:

groups, move participants into the

Group size and composition: Be sure

work, come back from the work,

your tactics will work for the number of

and do any kind of debrief with the

people who are participating in the

full group.

meeting. The kinds of tactics that work well for a group of 10 or 20 can become unwieldy in a group of 100. Also consider the abilities of everyone in the room in terms of sight, language, hearing, mobility, etc. In a virtual meeting, ensure that there are no technical barriers to participants engagement with your chosen tactics.

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Also note that we often think we don’t

Space available: If your tactics require

have time for conversation beyond the

the ability to move around a room (like

full group, but using other tactics can

Use Your Feet or Visual Spectrum) or wall

make the full group conversations more

space, be sure the room can

efficient and impactful.

accommodate those needs. In a virtual environment, ensure that the platform

Goals: The most important

you are using has the functionality you

consideration is whether the tactic aligns

need such as chat, screen share, and

with your goals for the meeting and any

breakout rooms.Â

particular section of the meeting.

Organizational culture: All organizations have defaults around meetings, whether intentional or not. These could be a default to the large group conversation or a dislike of opening questions. Consider how you might align with these cultural norms - and how it might be helpful to challenge them with your choice of tactics.

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Variety: The best meetings use a variety of tactics, staying away from repeating any tactic in a gathering. For those who are facilitating a series of meetings with the same group, you should also vary the tactics over time, even if there are a few that are repeated. This variety helps to keep participants engaged in the work.

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Part 4: Additional Considerations

Openings and Introductions The first activity of a meeting sets the stage and the tone for the entire event.

An opening or introductory exercise helps people to connect with the purpose of the meeting and build rapport with others.

We believe in introductions that are connected to purpose rather than the games and exercise that are often used as icebreakers.

If you have a large group, do introductions in pairs or small groups.Ask each participant to share their name, affiliation, and to respond to a question that is associated with the purpose of the meeting:

An introductory exercise is a platform for everyone to speak and to know that their voice matters in the meeting. If you are with a group of people that knows each other, you can skip the sharing of names

What are your hopes for today’s meeting or what questions are on your mind today?

but a question that helps people connect with purpose or get to know each other better can be helpful.

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Try These Openings...

For virtual meetings, we encourage shorter check ins. Invite members to

Ask participants to bring an object to the meeting that represents something of significance related to the topic. Have each person share their object and its meaning.

respond with one word or sentence. For

Begin with a simple moment of silence and ask people to notice their breath. We show people how to count 16 breaths using four fingers.

time virtually, start the meeting by

larger groups, invite participants to respond directly in the chat box and read responses as they come in.

If your group is meeting for the first refreshing existing group norms or adding virtual norms to existing group norms (e.g. mute on when not speaking to reduce background noise).This may also be a good time to practice a new virtual tool in preparation for virtual tools or activities planned later in the meeting (e.g. virtual dot voting).

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Try These Closings...

Closings

Open the floor for people to share their appreciations,

The closing of a meeting is an

insights, and/or regrets. Remind

opportunity for participants to pause

people that a regret is something

and reflect on the experience. You can

to be left behind not a new

open the floor to provide space for

question.

everyone to speak or ask everyone to speak in a structured go-round. You can

Ask people to rate the

also provide individuals with an

effectiveness of the meeting on a

opportunity to do their own reflection

scale of 1-to-5 with 5 being

and writing before sharing. With a large

terrific and 1 a waste of time.

group, you might want to do the closing

Invite those with outlying scores

in pairs or small groups.

to share their reasons. Ask a

.

couple with the common score to share their reasons.

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If you generated a list of

For virtual meetings, just as you might

expectations at the beginning of

with openings, consider shorter closings.

the meeting, return to the list and

We suggest using the chat box to ask the

reflect with the group on how well

group debrief questions and invite them

they were met.

to respond directly in the chat box.

Ask people to share one take-away

Pull up a Google Doc and invite groups to

from the meeting.

respond directly to a debrief question or action item worksheet in the Google Doc

If this is the first in a series of

before leaving the meeting.

meetings or part of a larger discussion, ask people to complete

For smaller groups, ask participants to use

the phrase “I’m beginning to

the raise hand reaction feature (Zoom)

suspect that …”

and respond verbally to the group. For larger groups, manually assign or have

Ask people to name a word that

Zoom randomly assign participants to

reflects how they are feeling as the

breakout rooms to hold separate debrief

meeting closes.

sessions before closing.

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Report Outs

Try These Report Outs...

Have each small group post their worksheets and have the group

Report outs can be monotonous and

circulate to review the output of each

long-winded. Look for ways to make

group. We call this a gallery walk.

them engaging. Use them as

Participants can use post-its to

opportunities for the group that did the

provide feedback to the small group.

work to synthesize and refine their thinking.

Ask each small group to synthesize their conversation into a timed report

For virtual meetings, invite small groups

that answers a couple of specific

posting or sharing completed

questions.

worksheets, invite them to share their screen with the whole group. Ask the

Use time limits. Give each group 3

non-presenting groups to share

minutes to report out and ask

feedback to the presenting group

someone in the group to start gently

directly in the chat box.

clapping at the 3-minute mark.

65

For virtual report outs, invite small groups to post or share completed worksheets by sharing their screen with the whole group. Ask the nonpresenting groups to share feedback to the presenting group directly in the chat box.

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What tech might participants have available to them? Use tools that are publicly available to maximize participation and access.

Virtual Meetings

We encourage you to take the following

Do any participants require screen readers or closed captions on videos?

Provide varied means and channels for participants to contribute.

into consideration when designing and leading virtual meetings. Prior to a meeting, check in with participants to see if they have any accessibility needs.Â

To make content more accessible to blind or low-vision participants, relay all displayed text and visual components verbally, leave space between conversations for adding description, and describe audience participation.

Just as you would an in-person meeting, consider whether interpretation supports are needed.

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Consider privacy when utilizing

Collect feedback from the group after the meeting, especially if you are trying new technology or collaborating in a new way.

recording and transcription programs. If you plan on recording a meeting, ask participants in advance of the meeting for their permission.

Acknowledge the use of potentially unfamiliar technology and offer extra

Accessibility Resources

time ahead of the meeting for set up

For information on supportive technology for people who are deaf or hard of hearing visit www.deafhhtech.org/rerc/

support.

Ensure everyone has clear meeting access instructions.

Visit Zoom.us/accessibility for information on their accessibility features and Zoom.us/language for interpretation features.

Share recordings and materials produced during the meeting with participants.

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Meredith Emmett meredith@thirdspacestudio.com 919.416.1802 Â Heather Yandow heather@thirdspacestudio.com 919.780.4117 www.thirdspacestudio.com