Information Technology Reference
In-Depth Information
communication. (It should be noted that
leadership is more diffuse in video confer-
ences than in face-to-face meetings.)
When a large group uses
Regardless, of the group's objective, several
measures should be taken to ensure a positive
video conferencing experience and foster positive
group dynamics.
•
video conferenc-
ing, the discussion becomes more formal
and structured; communication tends to
become lecture mode. People at the back
of the room may feel less connected.
Technical support is needed, at least for
•
Pre-test the equipment and connectivity.
•
Set up the room to encourage easy eye con-
tact and conversation. A semi-round table
works well.
Generally, small groups at a location work
•
emergencies (which occur when it is least
convenient).
•
better than large ones, particularly if the
video conference connects several sites.
Smaller groups are also more effective for
complex tasks and problem-solving.
If a large group is participating, place mi-
Most of these issues relate to group dynamics
that are impacted by spatial relations. The group
facilitators at each location can optimize these
dynamics, particularly over time. For instance,
they can arrange each group in a semi-circle
facing the camera to insure equitable distance
from each other. Facilitators can remix seating
for each video conference. Facilitators can mix
cross-site questions and in-group discussion with
summation to take advantage of different group
dynamics (Green & Cifuentes, 2008).
In comparing different types of virtual col-
laboration, Weinfan and Davis (2004) found that
video conferencing lends itself well to specific
kinds of group outcomes and situations:
•
crophones around the room to facilitate
speaking; if possible, use a rotating cam-
era, and orient the room so that it is wider
rather than deeper.
Take advantage of shared digital applica-
•
tions (e.g., whiteboard, concept-mapping
tools) to accomplish tasks.
Begin the section with socialization rituals
•
(i.e., introductions, ice-breakers, fact-find-
ing, overview).
Check the group's commitment and align-
•
ment with expected outcomes.
Check frequently for understanding, and
•
•
when new work teams are being formed,
summarize ideas along the way.
Address us-them issues, and give credit for
but face-to-face meetings are not feasible
when sharing information with knowledge-
•
•
ideas.
Try to relax time constraints.
able members that cannot be accomplished
by reading
when brainstorming ideas with people who
•
•
Set up a sequence of sub-tasks so groups
•
can work within their sites as well as across
sites during the video conferencing. For in-
stance, each group might brainstorm ideas,
and then share their top three choices with
other groups. Each group might discuss
one aspect or factor of an issue, and then
synthesize their key points to the whole.
As a whole, participants could identify
several possible solutions, and then have
each group investigate the implications of
that solution and report back their findings
are not comfortable with online chat but
cannot meet face-to-face
when need to negotiate, influence, or de-
•
cide a subjective issue that cannot be ad-
dressed face-to-face
when sharing updates among cohesive
•
groups
when trying to resolve disputes when one
•
member seems to dominate another.
Search WWH ::
Custom Search