Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 16;   April 20, 2016: Virtual Brainstorming: II

Virtual Brainstorming: II

by

When virtual teams must brainstorm, they try to do so virtually. But brainstorming isn't just another meeting. There's a real risk that virtual brainstorms might produce inadequate results. Here's Part II of some suggestions for reducing the risk.
A virtual team as a network

The differences between face-to-face brainstorming and virtual brainstorming depend on the virtual medium you use. Immediacy provides direct interaction between participants, which makes face-to-face brainstorming effective. The more immediate the virtual medium, the lower is the risk of inadequate results. A videoconference is more immediate than a telephone conference, for example.

Virtual brainstorms that rely on less-immediate media, such as email, wikis, or proprietary "joint authoring" platforms, have multiple problems.

Joint authoring platforms are usually asynchronous
With asynchronous media, people might not interact simultaneously, which creates difficulties for monitoring everyone's level of effort. For all their faults, synchronous connections, such as video or telephone conferences, at least let you know that the participants were connected for a definite period of time.
Joint authoring platforms dampen excitement
Although The more immediate the
virtual medium, the
lower the risk of
inadequate results
they do support participant interactions, they don't transmit momentum or excitement very well, because they tend to mask the pace and frequency of contributions. Excitement and rapid pace are helpful in brainstorms, because they tend to limit self-censoring, making the ideas flow.
Joint authoring platforms are usually text-based
Text-based systems disadvantage participants who favor spoken interaction, and favor the more skilled writers or faster typists, which can bias results.
Less-immediate connections can produce toxic conflict
Less-immediate connections are more susceptible to the online disinhibition effect, which increases the likelihood of deviations from behavioral norms, such as suspension of judgment.

So what can we do about this? Some suggestions:

Use telephone or video
Even if you use a text-based medium, provide synchronous audio or video connections. Teleconferencing simultaneous with text-based authoring might be difficult, but alternating between the two can be workable: 15 minutes of teleconferencing, followed by 15 minutes of text work, for example.
Schedule multiple sessions
Because things take longer in virtual environments, multiple sessions might be required.
Focus on maintaining attention
Face-to-face sessions are less vulnerable to distractions than are virtual sessions, because the action draws attention. Keep virtual sessions short. To focus attention, display accumulating contributions on virtual flipcharts.
Provide equal access
We can try to apportion talking time fairly in face-to-face sessions. We might encounter difficulties occasionally, when some individuals dominate, but skillful facilitators can address that. In virtual sessions, the problem is more difficult to manage. The "group-of-groups" geometry, in which several different face-to-face groups are connected electronically, is known to be problematic. A central site with most people face-to-face and a few people participating by phone or video isn't much better, because the "remote" individuals tend to have difficulty hearing or participating.
Anticipate these issues. Structure sessions to give everyone equal access to the virtual floor. Favor bridge lines with all participants connected equally. Poll everyone for contributions, in fixed order, round robin style.

With luck, virtual brainstorming can work well enough. But if the issue at hand is truly important, find a way to bring people together. First in this series  Go to top Top  Next issue: Pushing the "Stupid" Button  Next Issue

Leading Virtual Meetings for Real ResultsAre your virtual meetings plagued by inattentiveness, interruptions, absenteeism, and a seemingly endless need to repeat what somebody just said? Do you have trouble finding a time when everyone can meet? Do people seem disengaged and apathetic? Or do you have violent clashes and a plague of virtual bullying? Read Leading Virtual Meetings for Real Results to learn how to make virtual meetings much more productive and less stressful — and a lot shorter. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenjnjmsiHiALmPMzHPner@ChactrjuObTNSxHkfQGWoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Virtual and Global Teams:

Puzzle map of the worldDispersed Teams and Latent Communications
When geography divides a team, conflicts can erupt along the borders. "Us" and "them" becomes a way of seeing the world, and feelings about people at other sites can become hostile. Why does this happen and what can we do about it?
Boston in 1826Inbox Bloat Recovery
If you have more than ten days of messages in your inbox, you probably consider it to be bloated. If it's been bloated for a while, you probably want to clear it, but you've tried many times, and you can't. Here are some effective suggestions.
Carl Philipp Gottfried von ClausewitzLong-Loop Conversations: Clearing the Fog
In virtual or global teams, conversations can be long, painful affairs. Settling issues and clearing misunderstandings can take weeks instead of days, or days instead of hours. Here are some techniques that ease the way to mutual agreement and understanding.
A fiddler crab, resident of the Ashepoo Combahee Edisto (ACE) Basin National Estuarine Research Reserve in South Carolina, USACommunication Traps for Virtual Teams: II
Communication can be problematic for any team, especially under pressure. But virtual teams face challenges that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
A schematic representation of the Milgram ExperimentToxic Conflict in Virtual Teams: Minimizing Authority
Toxic conflict in virtual teams is especially difficult to address, because we bring to it assumptions about causes and remedies that we've acquired in our experience in co-located teams. In this Part II of our exploration we examine how minimizing authority tends to convert ordinary creative conflict into a toxic form.

See also Virtual and Global Teams and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

A human marionetteComing November 29: Manipulators Beware
When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
Desperation at workAnd on December 6: Reframing Revision Resentment: I
From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden. Available here and by RSS on December 6.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogfKtaeJmXEXFNTvner@ChacQgWUphzymJhFdKjXoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy new blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.