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1、THE DEFINITIVE GUIDE TOInsights,tools,and case studies from digital-first companies and expert facilitatorsFACILITATING REMOTE WORKSHOPS2The Definitive Guide To Facilitating Remote Workshops Authors:Mark Tippin,Jim Kalbach,David ChinFirst Edition:June 2018Everyone in the business of creating or impr

2、oving something is designing.All change starts with a vision and requires hustle,so we like to call change-makers Imagination Workers.And when Imagination Workers with different skill sets and backgrounds team up together-big ideas come to life.Our mission at MURAL is to inspire,enhance,and connect

3、Imagination Workers globally.We believe that innovation,change,can happen anywhere,as long as great minds can be connected and collaborate towards a common goal.For global teams,MURAL is the space where that magic happens.So here is our contribution to accelerate your transformation and your organiz

4、ations.In the next few pages,youll find a condensed version of suggestions,best practices,and stories from the trenches to guide you to become the best facilitator of Imagination Workers.Mariano Suarez-BattanCEO MURALFOREWORD4 Introduction 01 Teams 03 Tools 06 Techniques 10Essential Factors 14 Time

5、Zones 15 Audio 17 Video 19 Group Size 21 Timing 23 Transitioning to Online 25Case Studies 27 Intuit 28 Trello 30 IBM 32CONTENTSDIGITAL-FIRST MINDSETPART I5 Workshop Craft 35 Safety&Confidence 36 Sample Workshop Agenda 37Remote-Friendly Methods 40 Engage&Inform 41 Introductions 43 Research 45 Alignin

6、g 47 Generating 49 Pattern Finding 51 Taking Temperature 53 Prioritization 55 Creating&Iterating 57 Testing 59Checklists&Guides 61 Troubleshooting Guide 65 Digital-First Principles 66 Final Thoughts 67CONTENTSPART IIDIGITAL-FIRST PRACTICE6CHAPTERPART IDIGITAL-FIRST MINDSET1Everything we know about w

7、ork is changing:where its done,how its done and who does it.Most conversations are not going to be face to face,and we need courageous facilitators to broker dialogues between a widening range of stakeholders.As facilitators,we work to create conditions where vital dialogues flourish.Weve all come t

8、o wield an astonishingly clever range of tools and materials to unleash team potential.But as the circumstances of work evolve,so too must our mastery of new venues for facilitation.Where these lessons happen is the focus of this book.We aim to show you how,with forethought,conducting remote worksho

9、ps can be as productive as running them in person.How?By going digital first.This requires a mindset shift.Make digital collaboration your starting point,not an afterthought.This takes practice and patience,as Doug Powell,Distinguished Designer at IBM,told us:“Changing team behavior doesnt happen in

10、 a single meeting.Give it some time.Learn and adapt.Solving creative problems isnt the same as facilitating groups who are solving creative problems.This is true for disciplines like engineering and product management as well.Getting others to actively participate in the conversation requires talent

11、ed,enthusiastic facilitators.We must look beyond the limits of the room to involve key voices in the discussion-no matter where they are located.Its taken us hundreds of remote sessions with scores of dispersed teams to tease out what works best in remote workshops.In one case we ran three experimen

12、ts with Jeff Gothelf,the author of Lean UX,just to focus on making his curriculum remote-friendly.In turn,those insights helped FanDuel build products while working across multiple continents.(Read about the FanDuel case at http:/mur.al/leanux).INTRODUCTION2When we surveyed our collective experience

13、s we were able to identify three key considerations that underpin all effective remote workshops:TEAMS:Teams have a shape,and your strategy needs to take that into account.TOOLS:Get agreement on the essential technologies.TECHNIQUES:Rethink your methods to be remote-friendly.With these factors sorte

14、d,youre ready to clearly define the teams target outcome and work towards that objective.INTRODUCTIONTARGET OUTCOMETEAMSTOOLSTECHNIQUESThis book assumes that the reader has some experience developing and delivering workshops.However,if you have no facilitation experience you will still find this boo

15、k helpful.In the end,remote collaboration is a group activity.This book is also instructional for remote workshop participants desiring to improve their interactions.Your teams are moving into a future filled with remote collaboration,and everyone has a role in the success.Consider what Rachel Smith

16、*,facilitator with The Grove,told us:“Remote facilitation is making it easier for people to do work without being in the same room they are in.Although there are professional facilitators,there are lots of ways to be facilitative that anyone on a remote team can employ.”*The Grove Consultants Intern

17、ational are leaders in graphic facilitation.They offer many tools and products for facilitation on their website,.Rachel Smith is an expert remote facilitator who excels at integrating technology into visual practice.She blogs at .3The way team members are organized affects how theyll interact.Team

18、shape is defined by the location of individual members.While co-located teams are still common,its rare to find a team that NEVER works with at least one remote participant.Here are the three team configurations youll most likely encounter:SPLIT TEAMSTwo or more co-located teams collaborate between

19、defined locationsHYBRID TEAMSOne co-located team collaborates with remote participantsREMOTE TEAMSNo central location,everyone is 100%remoteOur research shows that hybrid teams are the most common configuration(with remote teams in second place).The challenge with hybrid teams is that they tend to e

20、xclude remote colleagues.Facilitators must work to involve everyone.As Dave Malouf,designer and founder of the IxDA,says:“If one person is not in the room,no one is in the room.”Strategize for the different team shapes you find.Ultimately,your goal is to create a balanced interaction and psychologic

21、al safety so everyone can contribute.TEAMSGET A HEAD START Use group chat to meet and communicate before the workshop.Send a survey to gather background information from participants to inform your planning.ACKNOWLEDGE DIFFERENCES Recognize the different contexts and have participants describe their

22、 environment(location,time,workspace)to build team rapport.DIRECT TRAFFIC Turn-taking is more difficult in remote settings.Call on participants one at a time.Use a list of attendees or have each person nominate the next one to share out.DIVIDE IN ADVANCE Give thought to dividing workshop participant

23、s into breakout groups or smaller teams ahead of time.Avoid creating groups on-the-fly.SHARE AND SHARE ALIKE Post all workshop output in a common location as its created.DONT LET CO-LOCATED GROUPS DOMINATE Get everyone involved in the discussion,especially if theyre not in the room.Leave space so ot

24、hers can jump in.GO ALL REMOTE Level the playing field by having everyone dial in,even if some of the team are in the same office building.PRO TIPS4TEAMSHOW MANY PEOPLE WILL PARTICIPATE?The number of participants impacts how you coordinate interactions,e.g.,group discussion vs breakout groups.HOW DI

25、SPERSED IS THE GROUP?Consider how distance plays a role in interaction.Sometimes a participants level of remoteness from others becomes a disadvantage.WHAT ARE THE TIME ZONE DIFFERENCES?Be aware of times,dates,and holidays when scheduling a session.As one participant is just waking up,another may be

26、 winding down.WHO CAN HELP FACILITATE?Dont run remote workshops alone.Enlist others as co-facilitators,discussion leads,and scribes.Assign roles in advance.WHAT CAN BE ACCOMPLISHED ASYNCHRONOUSLY?Maximize together time and push some activities to before and after the workshop.KEY QUESTIONS5TEAMS6Thi

27、nk Visuallysharing assets with digital whiteboardsShare Contentwith online documents and shared drivesCommunicate In Real-Timewith video conferencingCommunicate Asynchronouslywith email and chatStay Organizedwith calendars and project tracking systemsTOOLSNot another tool!We hear that all time.While

28、 tool fatigue is all too common,remote workshops rely on applications to make the interaction possible.Choose tools youll use based on five key capabilities needed for remote workshops:COMMUNICATEIN REAL-TIMESee everyones smile and hear everyones voice when you meet.Recommended:ZoomAlternative:Skype

29、,BluejeansCOMMUNICATE ASYNCHRONOUSLYCreate a community before you meet and stay connected between sessions.Recommended:SlackAlternative:SMS,HipChatSHARECONTENTEstablish the location where videos,PDFs,and other necessary files are stored.Recommended:Google DriveAlternative:Dropbox,BoxSTAYORGANIZEDTra

30、ck resources,events,and assignments to keep the team aligned.Recommended:TrelloAlternative:Asana,BaseCampTHINKVISUALLYCollaborate,brainstorm,share artifacts and interact like youre in the same room.Recommended:MURALComplementary:UxPin,InvisionFIVE KEY CAPABILITIES NEEDED FOR REMOTE WORKSHOPS7TOOLSAs

31、 the facilitator,you should be comfortable with each tool used in the workshop.Be able to guide others on their use and troubleshoot issues.As Dave Gray*,author and founder of XPLANE,advises:“Keep it simple.Practice the tech beforehand.Test it on people who have not used the software before to ident

32、ify possible fail points.”Use multiple channels to engage participants.Create a flow that changes mode of interaction to hold their attention.*Dave Gray is an author of“Gamestorming”and founder of XPLANE,the visual thinking company.He helps people develop shared understanding,so they can make better

33、,faster decisions,and work better together to create more lasting,sustainable impact.For more,see http:/.Scott Berkun()is a well-known author and speaker who is active in understanding remote work.His book,A Year Without Pants,recounts his stint at Automattic,a 100%remote company.ID RATHER HAVE AGRE

34、AT TEAM WITH BAD TOOLSthan a bad team with great tools.The great team will find ways to communicate well,regardless of the tools.SCOTT BERKUN/Author&Speaker,Berkun Media“BRING YOUR OWN DEVICE(BYOD)Log into the workshop with multiple devices to share visuals via webcams.Have mobile phones handy for p

35、hotos.ORIENT TO TOOLS Review the tools and their functions with the whole group at the beginning.Troubleshoot with the help of a co-facilitator as needed.PRACTICE SWITCHING CHANNELS Get the whole team used to moving fluidly between tools:from video conferencing to chats to documents and back,for ins

36、tance.SET UP RELIABLE AUDIO Bad audio is a showstopper.Set up clear audio channels with good mics.TURN ON WEBCAMS Use webcams for nonverbal communication,e.g.,thumbs-up for an OK or hand raise to vote.Keep them close up to see facial expressions as well.VISUALIZE THE ACTION Use an online whiteboard,

37、like MURAL,to support visual thinking and sharing photos of sketches and flipcharts.HAVE A PLAN B Technology fails.Have fall-back communication channels and alternatives.PRO TIPSTOOLS8DOES EVERYONE HAVE ACCESS?Make sure everyone has the necessary applications installed or online accounts ready well

38、in advance.DOES EVERYONE KNOW HOW TO USE THE TOOLS?Practice using the tools.Onboard everyone with warm-up exercise that requires participants to use each one.WHICH TOOLS ARE CRITICAL FOR THE INTERACTION?Run through the interactions youre planning in order to troubleshoot any logistical issues before

39、hand.HOW DO THE TOOLS WORK WITH EACH OTHER?Think about which tool is best for each exercise.Assign each tool a function for consistency.HOW WILL YOU INTEGRATE INFORMATION AFTERWARDS?Consider what needs to happen with the content after the workshop and set up documents in advance.KEY QUESTIONSTOOLS91

40、0TECHNIQUESxxThe effectiveness of your next remote workshop will depend on the techniques youll include and the manner in which you implement them.Dont assume that a technique you ran yesterday in a room full of people will work the same way tomorrow in an online collaboration.Passing sketches from

41、one table to another or performing a“gallery crawl”becomes a challenge when the physical space is removed.Review each activity,understand its intent,and then transform it into a remote-friendly technique as needed.In-person workshops have a predictable format;half-day,full-day or multi-day.Why?Becau

42、se there is a large investment in time and travel cost,so you pack in a lot of action to get the ROI.But does this have to be the case for remote workshops?Consider how you might flip these three aspects around for surprising results:Synchronous vs.Asynchronous Participation:Remote workshops are mor

43、e flexible than in-person sessions.How might you spread the workshop out over time?Try scheduling multiple“power hours”with time in between to tie up loose ends and prepare for the next wave.Individual vs.Group Activity:Even when the video conference tool supports it,creating breakout groups online

44、is less fluid than it is in person.Explore ways to reach a similar outcome leveraging more individual work followed by share-outs to the whole team.Verbal vs.Non-Verbal Collaboration:Much of the nonverbal communication goes away in remote workshops.How can you fill the gap?Use webcams to get a“thumb

45、s-up”from everyone or see heads nodding in agreement.Emojis and GIFs in chats can enhance nonverbal communication too.A digital-first mindset involves more than choosing tools:its a new way of thinking about methods.Dom Price,Head of R&D and futurist at Atlassian puts it this way:“Before you try any

46、 products,make sure you get your practices right.If you dont understand how you want to work with someone,no tool will solve that.”11TECHNIQUESTRADITIONALMETHODMETHODOBJECTIVEDIGITAL-FIRST ALTERNATIVEDIGITALADVANTAGEWarm-up exercise asking table groups to find three things they all have in common.Ge

47、t people to learn something new about each other.Have everyone describe themselves with photos in MURAL.Sharing photos makes the experience more personal.Brainstorming with sticky notes.Get lots of ideas externalized.Have everyone brainstorm ideas in a pre-workshop MURAL,then cluster and discuss.Wor

48、king asynchronously-in advance-allows the team to use their time more efficiently.Being able to brainstorm when youre in the mood rather than on demand can lead to higher quality ideas.Voting with colored sticky dots to show the solution each person likes most.Visualize the preferences among the par

49、ticipants in the workshop.Use a poll,or the built-in voting functionality in MURAL.MURALs built-in voting functionality speeds up the process and allows for additional rounds of voting.Results from multiple voting sessions can be quickly reviewed so everyone can clearly see how preferences changed o

50、ver time.Break into groups to sketch out a concept poster to pitch your solution.Create an artifact that distills your idea,value proposition and action plan.Use Zooms breakout rooms to place people into groups and LUMA Institutes templates in MURAL to prepare a work area in advance.MURAL makes it e

51、asy to build compelling visuals,Zoom connects participants into groups.LUMA templates make it quick to prepare workshops.To get you jump started,weve included a range of remote-ready workshop methods in part two of the book,“Digital-First Practice.”When trying to employ a traditional method in a vir

52、tual session,look at the objective,and then be creative in how to get the same results with digital tools.In some cases,the digital-first results can even provide better results than their traditional predecessors.RE-IMAGINE TRADITIONAL METHODS FOR ONLINECREATE A WORKSHOP DASHBOARD Keep multiple par

53、ts of your workshop in one place,like a virtual canvas,so you can see the bigger picture.REHEARSE Run through your exercises to“de-bug”the logistics.Make sure participants have clear instructions by trying them out yourself.TIMEBOX EVERYTHING Break down your methods into small chunks(5-10 minutes)an

54、d set the timer to keep the process focused.EXPLOIT MULTITASKING Integrate remote participants ability to multitask by giving impromptu tasks,like searching for examples.SOLICIT FEEDBACK Make the session interactive by using polls,voting and dialogue tools to engage participants.DIGITIZE AS YOU GO F

55、or participants working face-to-face,dont wait to convert physical artifacts to a digital format do it as you create them.WORK ASYNCHRONOUSLY Plan activities to be completed before and after workshops,e.g.,have participants collect data or examples ahead of time.DONT STOP AT THE END Keep iterating o

56、n your own time and encourage others to do the same.PRO TIPSTECHNIQUES12WHAT ARE THE DESIRED OUTCOMES?Make sure the team is clear about the objectives in order to keep everyone on track.WHATS THE EXPECTED DELIVERABLE?To make sharing and distribution simple,results will need to be digital.Prepare tar

57、get documents to gather team output.HOW CAN EXERCISES BE DIVIDED UP?Break down activities into shorter exercises(e.g.,5-10 minutes each)to minimize the risk of getting off track.WHATS YOUR PLAN B?Have a backup plan if you have technical difficulties or your activity gets derailed.HOW CAN PEOPLE FOLL

58、OW UP?Set up management tools in advance to assign owners and follow-up tasks,and to track ongoing progress.KEY QUESTIONSTECHNIQUES1314ESSENTIAL FACTORS15Strive to schedule workshops during working hours for all participants.The further away time zones are,the shorter the overlapping window.For exam

59、ple,if you want to run a workshop between Team 1 on the West Coast of the US and Team 2 on the East Coast,youll have five hours of overlap.Throw in Team 3 in Buenos Aires,and the overlap drops to only three hours between all three locations.Add in Hyderabad,and there is NO overlap.In this case,some

60、participants will have to join outside working hours.And if your team spans the international date line,the workshop might be on different days.A Thursday workshop in Denver falls on Friday in Shanghai.TEAM 1-San FranciscoTEAM 3-Buenos AiresTEAM 4-HyderabadTEAM 2-New YorkNo OverlapNo Overlap5 Hours

61、Overlap3 HoursWORKDAYNIGHTTOMORROWMORNING1 AM8 AM9 AM5 PM6 PM12 AMNew York12 PMBuenos Aires2 PMHyderabad9 PMSan Francisco9 AMTIME ZONES16TIME ZONESArrange off-hours workshops well in advance and make sure participants approve.Study the participant list and make sure all folks are essential,particula

62、rly if youre requesting people join after business hours.“I have noticed that having high-contrast cultures can tire out the group a little more,”observes Lee Duncan,UX Designer at IBM.“For this reason,I have a bias toward energetic hours,smaller groups(or localized geo-asyncing)and again carefully

63、consider the level of culture contrast.”Time zones present a big challenge for many dispersed teams.Even John Maeda,design thought leader and author of numerous books,recognizes the impact:“When working with a completely remote team,maintaining empathy for time zone differences is key.”Dont get caug

64、ht with your guard down.Consider these tips for working across time zones:Use a Time Zone Calculator:There are a range of services to help figure time zones out,such as World Time Buddy().Schedule Multiple Sessions:Split the workshop into multiple,smaller sections.Enlist a Distant Co-Facilitator:Hir

65、e co-facilitators in another time zone.Work Asynchronously:Assign pre-and post-work to reduce time zone strain.Rotate Early or Late Shifts:Alternate which team will be inconvenienced.Avoid Monday and Friday:Dont make one group work into the weekend.Consider Holidays:Holiday schedules are different a

66、cross countries.Be Aware of Summer Time:Not all countries switch or do so on different dates.Also remember inverted seasons between Northern and Southern hemispheres.Respect Different Meal Times:Customary meal times differ from country to country.For instance,in Argentina people eat lunch and dinner

67、 later than they do in the US.17With any remote interaction,you have to get the technology right.Dont skimp on audio or videotheyre critical.Bad audio is a showstopper.Test in advance and consider a backup plan,e.g.,have direct phone numbers to call.Here are the four main concerns with audio when ru

68、nning remote workshops:CHOOSE THE BEST AUDIO OPTIONThere are three means to connect audio:Wired telephones and speaker phones provide the most reliable audio connection.Use them for co-located groups and dedicated remote workers whenever possible.Cellular telephones have a dedicated connection that

69、is separate from the wifi you may be using.You can often improve your experience by taking advantage of both cellular service for audio and wifi for screen sharing and video.Voice-over IP(VoIP)refers to digitized audio streaming through your computer,commonly found in programs like Skype,Lync or Vib

70、er.Audio quality suffers when wifi bandwidth is limited,the connection is poor,or there is high demand for available bandwidth.Turn off webcams to free up bandwidth,and use a hard-wired ethernet connection for better performance,if possible.OPTIMIZE MICROPHONESThere are two common microphone types:C

71、ardioid mics focus their attention on what is in front of them.Omni-directional mics can pick up sound from any direction.If youre dialing in from remote locations,get a quality,wired headset with a cardioid condenser mic.If youre part of a co-located team,get a quality speakerphone with an omnidire

72、ctional mic so everyone can speak and hear.USB omni-directional mics are also a good option if are using VOIP on a computer.AVOID FEEDBACKWhen a microphone gets too close to a speaker,what comes out of the speaker“feeds back”into the mic.This loop quickly becomes an annoying screech.AUDIO18AUDIOImag

73、ine a video conference with five co-located members and five remote members.As long as the co-located team uses a single mic and speaker,things are fine.But when someone else in the same room joins the call,the audio from one device is picked up by the mic of another.This might also happen if a remo

74、te person connected to the call on a cell phone and computer.Either way,the result is feedback.Prevent feedback by muting your phone or laptop before entering the call.Many conference services allow a host to mute everyone at once or individuals one at a time.If this isnt possible,have the presenter

75、 locate the live mic and then ask everyone else to mute.ELIMINATE ECHOEcho makes it impossible to participate in a meeting.If youre hearing the echo,the good news is that youre not causing the echo.The bad news is that the person causing the echo probably doesnt know theres a problem.Echo primarily

76、affects remote callers,but they are rarely the cause.This puts the burden on remote callers to stop the show and insist on diagnosing the problem.As a facilitator,you should help.First,mute everyone who isnt talking.This should stop the echo,but the problem will return unless you diagnose it further

77、:Ensure co-located groups are using only one microphone,all others are muted.Reduce speaker volume or move speakers further apart from each other.Check that remote people using a phone have their computers muted too.HEARS ECHOCAUSING ECHO?CAUSING ECHO?19There are two things people need to see in a m

78、eeting.They need to see each other,and they need to see the content being discussed.In co-located meetings it takes zero technology.Just look around to see everyone and everything.In a fully distributed workshop,this is also pretty easy.You connect to a video conference and share your screen.But whe

79、n some people are in a room together and some are remote,youll need to put more effort into video.This diagram shows the planning required for a mixed-location,interactive design workshop.One group is co-located in an auditorium while others connect from locations around the world.This type of“Mixed

80、 Team”setting requires an extreme amount of planning and coordination.Microsoft Surface HubZoom Room+WebcamPresentationLaptopLocal Participants&LaptopsHDMIFacilitatorTabletAUDITORIUMREMOTEPARTICIPANTSVIDEO20VIDEOLocal and remote participants need to see each other.Ensure webcams are zoomed in to see

81、 facial expressions.They must also have access to any presentation slides as well as the online workspace for collaborating.Its the most challenging to execute well,but doing so prepares you for almost any situation you are likely to encounter.Kailey and her creative team at Fullscreen are consummat

82、e remote workers.They think digital first in order to be inclusive of everyone on the team,regardless of where they are.Some of the earliest adopters of MURAL,Kaileys team regularly works on media campaigns that are highly visual in nature-all digital and all online.IN CO-LOCATED WORKPLACES,PEOPLE O

83、FTEN COMMUNICATE WITHOUT REALIZING IT.Their body language,door position,and visible computer monitor says something about their workload and status.When working remotely,you have to work extra hard,communicating these things often-whether via email,instant messenger,MURAL,or phone-in order to stay i

84、n sync with your team.KAILEY HOWELL/Executive Creative Director,Fullscreen Media“21As a facilitator,your role is to ensure that workshop activities flow,and people stay engaged in the process.One often-overlooked factor when planning a workshop is determining the optimum number of people to include.

85、Workshops work well with 12,16 or 24 people.Why?Because they provide the most flexibility when doing breakout sessions while including enough people to help the diversity of ideas and discussions.Other important factors to consider when deciding the appropriate group size for your workshop are the f

86、ollowing:WORKSHOP LENGTHThe more people you include,the more time youll need for introductions,sharing out and reflection.Twenty-four people in a one hour workshop wont allow for significant participation.UNTESTED CONTENTIf youre running a workshop for the first time,consider doing a pilot with a sm

87、aller group to expose gaps and get feedback in order to improve the experience.RACIResponsible,Accountable,Consulted and Informed.Who needs to participate in the workshop?Who could just be informed of the outcomes afterwards?Who needs to leave with assignments?DEMAND If demand is high for your works

88、hop,you may need to include more people per workshop than youd prefer.Adjust your curriculum accordingly.IDEAL RATIOComplex topics with ambitious agendas have a better chance of success with fewer participants.Straightforward topics involving fewer exercises still flow with larger groups.GROUP SIZE2

89、2GROUP SIZEThis chart shows the breakout options available for the most common group sizes.Bold text indicates optimum sizes for the breakout groups(2-5 people).OPTIMAL GROUP SIZES681012141516182021242 Groups of 3 People3 Groups of 2 PeopleGROUP SIZEBREAKOUT OPTIONS2 Groups of 4 People4 Groups of 2

90、People2 Groups of 5 People5 Groups of 2 People2 Groups of 6 People3 Groups of 4 People4 Groups of 3 People6 Groups of 2 People2 Groups of 7 People7 Groups of 2 People3 Groups of 5 People5 Groups of 3 People2 Groups of 8 People4 Groups of 4 People8 Groups of 2 People3 Groups of 6 People6 Groups of 3

91、People4 Groups of 5 People5 Groups of 4 People3 Groups of 7 People7 Groups of 3 People3 Groups of 8 People4 Groups of 6 People6 Groups of 4 People8 Groups of 3 People23A common mistake when designing a workshop is leaving too little time for groups to share out after they complete an activity.This c

92、an destroy your timing and frustrate your participants to no end.The chart below provides a quick reference for determining how much time is needed to hear share outs based on how much time you give per share.Remember that if you break the participants into subgroups for an activity,you may might ne

93、ed one share out per group.If groups generate multiple artifacts,have each team choose one to share with the room,or just have the groups share with the people in their work group simultaneously.30 Sec60 Sec90 Sec2 Min3 Min 4 Min5 MinTotal Number of Share OutsTime Allowed Per Share Out15 Sec12345678

94、91012162024300:01:300:03:000:04:300:06:000:07:300:09:000:10:300:12:000:13:300:15:000:18:000:24:000:30:000:36:000:45:000:00:150:00:300:00:450:01:000:01:150:01:300:01:450:02:000:02:150:02:300:03:000:04:000:05:000:06:000:07:300:00:300:01:000:01:300:02:000:02:300:03:000:03:300:04:000:04:300:05:000:06:00

95、0:08:000:10:000:12:000:15:000:01:000:02:000:03:000:04:000:05:000:06:000:07:000:08:000:09:000:10:000:12:000:16:000:20:000:24:000:30:000:02:000:04:000:06:000:08:000:10:000:12:000:14:000:16:000:18:000:20:000:24:000:32:000:40:000:48:001:00:000:03:000:06:000:09:000:12:000:15:000:18:000:21:000:24:000:27:0

96、00:30:000:36:000:48:001:00:000:12:001:30:000:04:000:08:000:12:000:16:000:20:000:24:000:28:000:32:000:36:000:40:000:48:001:04:001:20:001:36:002:00:000:05:000:10:000:15:000:20:000:25:000:30:000:35:000:40:000:45:000:50:001:00:001:20:001:40:002:00:002:30:00Less Than 10 Minutes10-15 Minutes15-20 Minutes2

97、0-30 MinutesOver 30 MinutesTIMING24TIMINGDont forget to add a buffer to account for the time it takes to start and end the share outs,as well as time for switching between participants.Below we see two time estimates for how long it will take 6 people to share for 2 minutes.The first one only assume

98、s the time it will take for each share.The second one is a little more realistic,allowing a minute up front for the first person to get ready,30 seconds in between each person to allow for switching presenters,and 5 minutes at the end for reflection.1 Min2 Min2 Min2 Min2 Min2 Min2 Min2 Min30Sec2 Min

99、30Sec2 Min30Sec2 Min30Sec2 Min30Sec2 Min20.5 Min12 Min5 Min25But.I like sticky notes.Being together is faster,and we get more done.Of course,co-location is still a highly effective way of working,but this scenario is increasingly unrealistic and also less desired.In a world where we mostly work on c

100、omputer screens all day,we have to ask ourselves why we accept long commutes and costly real estate and infrastructure,just to sit in the same location every day with our colleagues.Effective remote collaboration can help us embrace a world where the locations of individuals no longer matter.”Bianka

101、 McGovern,VP User Experience Goldman SachsWe often hear pushback when we encourage teams to improve their remote work chops.We empathize.A face-to-face workshop is easier to plan,easier to control and we already have solid skills to run them.But how do you include remote participants?Pointing webcam

102、s at whiteboards is torture.And what happens when you leave the room?It all goes away if you dont transcribe it(time consuming)or take photos(hard to read).Even collocated team members travel,so how do you keep momentum going no matter where anyone on the team is at any time?Remote work is on the ri

103、se.The sooner youre proficient with remote working,the sooner youll benefit from digital-first flexibility.Dont get caught without a plan.Here are five small steps you can take now to merge onsite and remote content:SHARE PHOTOS IN REAL-TIMESnap pics of sketches,whiteboards,and prototypes during the

104、 workshop,and add them to an online whiteboard.Prompt remote participants to add content around the photo.BREAK-OUT BY LOCATIONCreate ways for in-person groups and remote break-out groups to work independently.Co-located teams work face-to-face while remote participants interact on a different chann

105、el.END SESSIONS DIGITALLYConclude your in-person collaboration session with an all-digital exercise.This helps keep the momentum going between in-person interactions.TRANSITIONING TO ONLINE26TRANSITIONING TO ONLINETRANSCRIBE AS YOU GOEnlist the help of others to capture workshop content digitally in

106、 real time.Involve remote participants and save the extra step of transcription.TRY DIGITAL-FIRSTWhile going all digital from the beginning gets away from the tactile nature of sticky notes and paper,there are benefits to fully digital collaboration.“Oh,alright.Ill try digital-first.How do I get sta

107、rted?”First,congratulate yourself on making a wise decision.In all seriousness,it takes perseverance to overcome the cultural inertia that desires things to stay as they are,or return to some fading vision of former glory.Weve assembled the material in the balance of this book to help you on your jo

108、urney:Find inspiration from the case studies in the next section.Broaden your perception of facilitation as you read the workshop craft section.Utilize the checklists at the back of the book to help you plan your next workshop.Post our“Principles of Remote Facilitation”where you can see it!As part o

109、f Lalas masters thesis at Hyper Island she did some of the earliest and most complete research on remote design thinking.Check it out here: THE PROCESS IS COMPLEX,the transition from face-to-face participation to online collaboration is achievable if virtual teams have access to the necessary inform

110、ation,reliable technology and adequate tools,and work processes set up.LAILA VON ALVENSLEBEN/Collaboration Coach&Remote Work Mentor“27CASESTUDIES28CASE STUDIESCASE STUDY:INTUITSERVICE DESIGN AT SCALE As a global organization,Intuit was faced with reconciling its service strategy between product team

111、s in the US and customer support teams in the Philippines.To find solutions together,the dispersed group held a remote workshop.Principal Experience Designer,Erik Flowers,created a service blueprint in MURAL.Team members could access the blueprint using their own devices.Video conferencing and plent

112、y of screens created the environment for fluid interaction.Together,they were able to uncover critical issues in the customer experience as well as ideas to improve the customers journey.Collaborating digitally enabled the global team to participate on equal footing.There was also no need to transcr

113、ibe paper-based content,saving hours of wasted time.And best of all,the team began iterating immediately after the workshop to resolve service gaps:they just picked up digitally where they left off.BEING DIGITAL AND CLOUD-BASEDallows you to scale methods acrossthe enterprise.When everyone can see th

114、eir role and place in the experience,they are more engaged and can participate in more meaningful ways.ERIK FLOWERS/Principal Experience Designer,Intuit“29CASE STUDIESSERVICE DESIGN SNAPSHOTTEAM CONFIGURATIONSplit teamMETHOD USEDService BlueprintingNUMBER OF PARTICIPANTS10 TOOLS INVOLVED MURAL Zoom

115、Video Conferencing Laptops,iPads Microsoft Surface HubTIME ZONES CROSSED10TIME SPENT TRANSCRIBING0 MinutesTRAVEL EXPENSES$0TIME TO FIND CORE ISSUES2 Hours30CASE STUDIESCASE STUDY:TRELLODIGITAL REMOTE DESIGN SPRINTS As a lead product designer at Trello,now part of Atlassian,Chris Kimbell works with p

116、roduct managers,designers,developers and marketers all over the world.Their challenge is to run effective remote workshops.Using a wide range of tools,the design team is able to hold regular design sprints.Virtual workspaces let them share ideas quickly,diagram customer journeys and distribute hi-re

117、s assets for asynchronous use later.Having a clear digitally-defined workspace also helps them attract and retain high-caliber talent.The design team at Trello also strives to simulate casual,spontaneous conversations that take place in person.WHATS NOTABLE ABOUT REMOTE COLLABORATIONis that,when you

118、 break down how a software maker spends their time these days,anytime theyre working through a screen they could be anywhere in the world.CHRIS KIMBELL/Product Design Lead,Trello“31CASE STUDIESDESIGN SPRINT SNAPSHOTTEAM CONFIGURATIONAll remote METHOD USEDMulti-day design sprintsNUMBER OF PARTICIPANT

119、S5-10 TOOLS INVOLVED MURAL Invision Trello Figma Zoom Stride Confluence TOTAL DURATION2-3 DaysTIME SPENT TRANSCRIBING0 MinutesTRAVEL EXPENSES$032CASE STUDIESCASE STUDY:IBMREMOTE DESIGN THINKING WORKSHOPS Design thinking is part of IBMs culture,but with nearly 400,000 employees around the world,condu

120、cting design workshops proves difficult.No one knows this better than Jordan Shade and Eric Morrow,design facilitators at IBM.To scale across the organization,theyve translated their design thinking curriculum into remote-friendly workshops.One key is to replicate aspects of a physical workshop,such

121、 as creating parking lots,rules of engagement,and agendas.They also recommend to plan for lots of silent activities,followed by group discussion.Timing is key as well.Eric and Jordan plan short 10 minute(or less)exercises and limit overall workshop length to about 2 hours.In the end,theyre able to e

122、ffectively engage teams around the world in design thinking workshops.“OVERALL,KEEP IT SHORT.During a live session there are plenty of activities that keep people engaged,including breaks and social activities.Online,its all replaced by work.Thats more exhausting mentally.ERIC MORROW/Design Facilita

123、tor,IBM33CASE STUDIESWORKSHOP SNAPSHOTTEAM CONFIGURATIONMostly hybrid/All-remoteMETHOD USEDEmpathy Maps,Storyboards,Lean Business Model CanvasNUMBER OF PARTICIPANTSVaries:small to large groups TOOLS INVOLVED MURAL Zoom Video Conferencing Instant MessagingTOTAL DURATION2 hours per sessionTIME SPENT T

124、RANSCRIBING0 MinutesTRAVEL EXPENSES$034PART IIDIGITAL-FIRST PRACTICE35WORKSHOP CRAFTFacilitating remote workshops takes practice and confidence.Beyond the technologies and tools,it requires fresh approaches to traditional methods.The good news is that youre not starting over from scratch.Its importa

125、nt to leverage existing facilitation skills youve mastered and bring those insights into each new remote workshop you design.As you prepare your favorite methods for remote-readiness,be mindful of the following:MEANINGFUL SPACE Create boundaries,communicate the rules.Define where content is to be ad

126、ded.Consider how artifacts might move from one activity to the next.Use timeboxing to create a useful sense of urgency.OPENING&CLOSING Kick off each activity,bring them to a close.Write a concise brief for each method.Ask for clarifying questions before you begin.Include time to reflect before the n

127、ext exercise begins.INPUTS&OUTPUTS Connect one activity to the next.Identify whats required to start and end each activity.Consider how much content will be generated.Include smaller,bridging activities to tidy up data for the next step.FLOW Create an arc of experiences,from beginning to middle to e

128、nd.Prepare and practice beforehand so you can be present during the event.Take ownership.Each group relies on you to guide them through the material.Be flexible.The unexpected happens.Enlist help,improvise and stay positive.BE REMOTE-READY Prepare to execute methods remotely.Know the tools and test

129、each method until confident.Get help running sessions so you can focus on facilitation,not troubleshooting.Share photos of any physical artifacts as the workshop progresses.Leverage experience with in-person workshops to facilitate remote sessions.Some techniques will be limited(e.g.,role playing re

130、motely,or co-creating physical mockups),but be creative,leverage new technologies and take advantage of the benefits(e.g.,pre-work,multitasking,and reducing transcription at the end).36SAFETY AND CONFIDENCEWeve all experienced the silence.No one wants to raise a hand.Participants avoid eye contact a

131、nd clearly wish they were anywhere but where they are.They dont feel their voices count,that they are supported by their peers or anything useful will come from this workshop.According to Gallup,only 30%of workers agree strongly their opinions count.Howard B.Esbin,PhD*and CEO of P reminds us,“When w

132、e dont speak up,its mainly due to fear of failure,ridicule,and embarrassment.This is a great barrier to productivity,creativity and well-being.”Even if you have a room of people willing to participate,they are not likely to have confidence in their ability to use new tools,use new methodologies or s

133、ketch ideas well enough to share with others.“Find a safe and fun way to introduce users to the tools,for instance,with a quick warm-up exercise”suggests Holly Noto*,“Help them gain confidence with the functionality and excitement for using the tools.”Here are a few things you can do to generate tru

134、st and build confidence in your workshops:TALK ABOUT IT Make“Safety and Confidence”part of the agenda.Tell them this is a safe place.Assure them they have the skills required.Include a short warm-up activity that helps people learn about each other.Invite a brief discussion about concerns that might

135、 block open participation.FACILITATE IT Model the behaviors youd like to see from the group.Make room for quiet voices.Reassure reluctant,shy participants.Use anonymous voting and individual work alongside group activities.Keep control of the conversation.Dont be afraid to quiet dominant voices.*How

136、ard is a co-creator of the Prelude Suite,an online experiential learning platform for virtual teams that helps accelerate trust through a facilitated process of self-understanding,self-expression,dialogue,and co-creation.*Holly Noto,Consultant with XPLANE,is a change agent,helping teams and companie

137、s transform into modern,agile business through design thinking and visualization.37SAMPLE WORKSHOP AGENDAThere are as many ways to assemble workshops as there are challenges to be solved.While we cant address every potentiality in this book,we can share a typical example of a multi-day remote worksh

138、op.Well provide commentary to unpack whats going on and that might help you riff off of it to design what you need.The agenda below is for a workshop designed to run on two separate days within one week.It includes pre-work,as well as self-directed activity to be completed between the two real-time

139、collaboration sessions.Link to a separate roster,that might change over time.Include pre-work in the agenda.Set a due date.Consider a dedicated channel where attendees can support each other.List start times in local timezones to minimize confusion.Show duration,not specific times when working acros

140、s different time zones.Split the work between two facilitators when possible.Include a short break in longer sessions.Tack it to the end of an activity so people can choose to break or keep working.Always allow time at the end for reflection and assigning action items.1123456783245678SAMPLE WORKSHOP

141、 AGENDA DAY 138SAMPLE WORKSHOP AGENDAUse the time in between the two real-time sessions for attendees to work independently.This allows the second session to be a little shorter but remain engaging and productive by focusing the time together on evaluation,critique and iteration of ideas.Vary the st

142、art times so one team is not always forced to participate outside of normal business hours.Always include links to relevant tools,meeting links,and collaboration documents.Allow time for attendees to warm up to the topic again.Even if theres some uncomfortable silence,give it time.Ask simple questio

143、ns like,Who learned something new since our last session?Remember to think through the time it will take for share-outs.Stick to your schedule with an audible timer.If two methods flow together,its good to keep the same facilitator for both.Leave time to conclude as a group,and always request feedba

144、ck on the workshop.125641234563SAMPLE WORKSHOP AGENDA DAY 239REMOTE-FRIENDLY METHODS6140REMOTE-FRIENDLY METHODSWorkshops work best when they meet participants where they are,then guide them through a sequence of activities that comes to a clear conclusion with actions.It might be helpful to think ab

145、out this journey by its shape:The following,remote-friendly methods are arranged in an order that follows this shape.These are by no means the only methods that work remotely,nor should you limit yourself to this set.They are merely examples of methods weve used with success arranged in the order in

146、 which you might consider using them to complete a“well-shaped workshop.”Listening,Understanding,Making.What we do before we meet.Pre-WorkWarming up when we meet.Warm UpBroadening the discussion.DivergeNarrowingthe options.ConvergeClarity before we go.ConcludeWhat we doafter we meet.TestSTEPMETHODOB

147、JECTIVEPre-Work All Aboard Engage&InformWarm Up Me,In Images IntroductionsDiverge Interviewing Whats On Your Radar?Creative Matrix Research Aligning GeneratingConverge Affinity Clustering Visualize The Vote Importance/Difficulty Matrix Pattern Finding Taking Temperature PrioritizationConclude Design

148、 Studio Create&IterateTest Think Aloud Testing Testing41REMOTE-FRIENDLY METHODS ENGAGE&INFORMGet your workshop participants engaged before the workshop.Share helpful information and get hands-on time with the tools in advance.METHOD:ALL ABOARDYour workshop train is about to leave the station.Use thi

149、s method to get everyone onboard.TIME 10 MINUTES(individual pre-work)30-90 seconds per participantPARTICIPANTS 2-25SETUP Create a shared mural or document that everyone can access prior to the workshop Define a space for each person to add their name and a photo Include a short poll or a few questio

150、ns around their expectations for the workshop Add links to resources they should review before the workshoplike user research or tutorials for the tools youll be usingMURAL EXAMPLE SCREENSHOT42REMOTE-FRIENDLY METHODSALL ABOARDBEFORE THE WORKSHOPSTEP 1 ADD NAME AND PHOTOHave each person claim a locat

151、ion to add their photo and name.Complete the first instance as an example.STEP 2 ANSWER THE QUESTIONSProvide a mix of serious and playful questions.Responses help you discover possible alignment issues between your goals and their expectations,but its also an opportunity to learn about each other.Su

152、ggest creative ways to answerwith images,uploading a sketch or in the form of a haiku.STEP 3 REVIEW THE LINKSRemind participants of any required reading/viewing prior to the session.AT THE WORKSHOPSTEP 4 SHARE OUTScreen share the document.Welcome participants and start by reading your own entry.Keep

153、 it brief to model the expected length for the group.If 25 people take 2 minutes each,thats nearly an hour.Set a timer with an audible alarm so everyone knows when their time is up.Make the alarm a humorous sound,like a duck quacking,to lighten up the interaction.VARIATION FOR REGULAR MEETINGSIf par

154、ticipants know each other,skip the name/photo and substitute with other topics,e.g.,share recent user research findings,links to competitive products or relevant user metrics.Or make it personal,like a recent trip or relevant industry topic or news event to share with the team.43REMOTE-FRIENDLY METH

155、ODS INTRODUCTIONSRemote teams have few opportunities to get to know each other.Taking time to create a rapport among your participants will make collaboration smoother.METHOD:ME,IN IMAGESMaking personal connections when working remotely is tough.Use images to get to know more about each other.TIME 1

156、5-30 MINUTESPARTICIPANTS 3-10SETUP Use the Team Kickoff Template in MURAL for this exercise Invite your team to both the meeting and the mural in advance MURAL EXAMPLE SCREENSHOT44REMOTE-FRIENDLY METHODSME,IN IMAGESSTEP 1 DESCRIBE YOURSELF IN IMAGES(2-3 MIN)Do a web search for images that reflect yo

157、ur interests,hobbies and personality.Copy and paste 2-3 images into an area in the mural.Or,take a photo of your current workspace or outside your window to add.You can also ask participants to find a photo of their doppelganger.Be creative in what you require them to do.Set a timer for this part of

158、 the exercise.STEP 2 SHARE YOUR IMAGESGo around the group one by one and have each person describe the images they selected.Make sure they turn their webcams on,or if co-located in a room,have each person move close to the camera as they speak.Gestures and facial expressions make a difference in bui

159、lding a connection with remote teams.For Hybrid teams,alternate between in-room participants and remote participants to establish turn-taking norms between the two groups.Start with yourself,and model the type of empathetic language youd like during the workshop in this early exercise.PRO TIPTry the

160、 follow me feature in MURAL for this to ensure everyone is looking at the same set of images.Me,In Images is a favorite method of the MURAL team.Weve used it successfully for demos and trainings in dozens of workshops.45REMOTE-FRIENDLY METHODS RESEARCHSuccessful designs are fed with continual invest

161、igation.Get outside your own opinions and on a productive path with research.METHOD:INTERVIEWINGYou have two ears and one mouth.Use them in that ratio when conducting interviews.TIME 15-30 MINUTESPARTICIPANTS 3 PER GROUPING(1 interviewer,1 note taker,1 interviewee)SETUP Identify an area of inquiry r

162、elated to your project Identify stakeholders you can talk to Prepare your questions Schedule a time to connectMURAL EXAMPLE SCREENSHOT46REMOTE-FRIENDLY METHODSINTERVIEWINGDURING THE INTERVIEWSTEP 1 INTRODUCE YOURSELFUse conference call software to connect with your participant with the webcams on.Sa

163、y hello and share the purpose for the interview.Ask if its okay to record the session.STEP 2:ASK YOUR QUESTIONSStart with simple questions and ask,“Can you say more?”,to draw out details.STEP 3 TAKE NOTESCreate a shared document to capture notes from the interview.If its too hard to keep in up real-

164、time,create a shorthand that you can expand on later.Invite others listening to the call to contribute as well.STEP 4 SAY THANK YOUPoliteness counts and leaves the door open to follow up again if needed.Ask if the person would be willing to participate in an interview again.AFTER THE INTERVIEWSTEP 5

165、 CAPTURE YOUR OBSERVATIONSCapture individual observations to individual notes in a shared digital workspace like MURAL.Share a link to any audio,video or notes with your team.Plan to invest as much time processing your notes as it took to conduct the interview.GENERAL INTERVIEWING TIPS Create rappor

166、t with nodding and agreement(e.g.,“Yes,I see how thats frustrating”)Avoid yes-or-no questions to keep participants talking Dig deep and follow interesting thoughts(e.g.,“Say more about.”)Minimize distractions and avoid interruptions Use pauses to give the interviewee a chance to think and respondFor

167、 more on interviewing,we recommend the book,“Interviewing Users”by MURAL friend Steve Portigal.47REMOTE-FRIENDLY METHODS ALIGNINGNever assume your participants share a point of view on anything.Now is the time to surface the groups assumptions,priorities,goals and breaking news.METHOD:WHATS ON YOUR

168、RADARThe sooner you identify an obstacle,the better your chance of correcting your course.TIME 30 MINUTESPARTICIPANTS 3-10SETUP Create a shared mural or document with a“Bulls-eye”framework Label the innermost circle“Primary,”the middle circle“Secondary”and the outer circle“Tertiary”Divide the circle

169、 into 4-8 quadrants like a pizza Label each sector to focus discussion around known topics,leaving 1-2 blankMURAL EXAMPLE SCREENSHOT(LUMA Framework)48REMOTE-FRIENDLY METHODSWHATS ON YOUR RADARSTEP 1 INTERNAL AUDIT(3 MIN)Ask participants to work quietly and create a note for each issue that is top of

170、 mind.Set a timer for this part of the activity and remind participants how much time is left with one minute to go.STEP 2 SHARE OUT(1 MIN PER PERSON)Go around the group and allow people to place their notes,one at a time,onto the primary,secondary or tertiary orbit of the appropriate slice.The more

171、 urgent the issue,the closer it should be to the center of the diagram.Use the list of participants on the conference software to include everyone or have the last person call on the next one to share.STEP 3 CLARIFYING QUESTIONS&NEGOTIATIONS(4 MIN)As they are placed,the group should ask questions if

172、 they are not clear on the issue.As more issues are placed,negotiate“primary”issues that might need to become“secondary”or“tertiary.”STEP 4 DISCUSS,TABLE,TAKE OFFLINE(5 MIN)As a group,determine which topics to discuss,table or postpone for another meeting.49REMOTE-FRIENDLY METHODS GENERATINGNone of

173、us is as creative as all of us.Group collaboration has the potential to open the creative floodgates,if facilitated correctly with the right method.METHOD:CREATIVE MATRIXCreative alchemy from asking what happens at the intersection of human needs and provocative ideas.This is brainstorming,but bette

174、r.Use this to generate creative ideas to be worked on in another activity.TIME 45 MINUTESPARTICIPANTS 5-20SETUP Create a shared mural or document that includes a 4x4 grid where notes can be placed by team members You will need a separate grid for each group of 4-6 participants Label each column head

175、er with a challenge statement,customer journey moment or relevant persona Label each row header with a suggestion,trend or relevant emerging technology to evoke creative ideasMURAL EXAMPLE SCREENSHOT(LUMA Framework)50REMOTE-FRIENDLY METHODSCREATIVE MATRIXSTEP 1 ORIENTATION(5 MIN)Share your screen an

176、d walk participants through the matrix.Explain each column and row header.Mention that this is a competition,and the team that generates the most ideas will win.Also inform everyone that this is a silent activity.Talking gets in the way of adding lots of ideas.Clarify any questions before you begin.

177、STEP 2 ORGANIZE SUB-GROUPS(1 MIN)Consider the participants locations.If some are co-located its good to let them work together and organize the other remote people into other sub-groups.STEP 3 GO!(10 MIN)Remind the groups to work silently as they consider each intersection and generate a note for ea

178、ch idea they have.Time this part and make sure people stop when the time is up.Play background music for an extra touch since this is a longer segment.STEP 4 STOP!COUNT UP TOTALS(2 MIN)Ask each group to count their notes and share the total.The group with the most notes“wins.”The real winner is the

179、group,and you can prove it by telling them how many ideas were generated in just 10 minutes!STEP 5 REFLECT(10 MIN)Ask each team to pick 1-2 ideas to share with all the attendees and discuss.See our guide to timing on page 23.Remember that if you have five groups and each takes 5 minutes to read out,

180、thats 25 minutes.Creative matrix is a favorite technique by our friends at LUMA Institute.51REMOTE-FRIENDLY METHODS PATTERN FINDINGAt some point,the group will need to make sense of all the information they have gathered through research,or generated through an activity.Use a sorting method to find

181、the dominant themes.METHOD:AFFINITY CLUSTERINGWhen you sort by similarity,you can learn as much about your fellow teammates point of view as you can about the information itself.TIME 30 MINUTESPARTICIPANTS GROUPS OF 3-5SETUP Create a shared mural or document that allows free movement of individual n

182、otes Identify a collection of content that needs to be better understood This might be from interviews,survey results,or even customer feature requests Create individual notes for each itemMURAL EXAMPLE SCREENSHOT52REMOTE-FRIENDLY METHODSAFFINITY CLUSTERINGSTEP 1 SILENT SORTING(5 MIN)Working quietly

183、 as a group,have individuals move notes into clusters based on perceived similarity.Set a timer and add time as needed,e.g.,in 1-2 minute increments.Its better to underestimate the time youll need and add more than to overestimate.STEP 2 VERBALIZE OR LABEL(10 MIN)Have members of the group describe t

184、he clusters that have emerged.Provide a label for each group as you go.STEP 3 REFINE CLUSTERS(10 MIN)Have the group review large clusters.See if they contain multiple,distinct concepts that might be better as separate clusters.STEP 4 SHOW RELATIONSHIPS(5 MIN)Use lines,arrows or other visuals to high

185、light the interaction or dependency between clusters.PRO TIPWith larger collections of content,pre-cluster your content before inviting others to work with it.Hundreds of notes from a dozen or more interviews looks daunting for any team asked to make sense of it in its raw form.Be careful not to bia

186、s them too much.Look for logical pre-bucketing you can do,such as loosely grouping content around the questions you asked.Creating a few pre-clustered categories makes the interaction run more smoothly.(Hat tip to Stefanie Owens from OReilly for this recommendation.)53REMOTE-FRIENDLY METHODS TAKING

187、TEMPERATUREIts wise to check in as a group throughout the workshop.Uncover hidden issues and divided opinion when you still have time to do something about it.Consider voting to set the context for further discussion,instead of wielding it to force a decision moments before the workshop ends.METHOD:

188、VISUALIZE THE VOTETake a quick poll to reveal the preferences and opinions of the group.TIME 10 MINUTESPARTICIPANTS 3-30SETUP Identify the subject for the polling activity Decide if there will be one or more factors to vote upon Determine how many votes each person is allowed per factorMURAL EXAMPLE

189、 SCREENSHOT54REMOTE-FRIENDLY METHODSVISUALIZE THE VOTESTEP 1 PREPARE THE VOTERSClearly describe what preference their vote indicates.Are they allowed to vote for more than one thing?Can they vote on their own items?You decide.STEP 2 INITIATE THE VOTETo avoid bias,have everyone consider how they will

190、 vote first,then have everyone cast their vote at the same instant.For instance,use a shared chat to type in voting results individually,but dont hit enter until everyone has finished typing.Or,use MURALs integrated voting feature.STEP 3 DISCUSS THE RESULTSCall out results for each factor under cons

191、ideration.Examine the outliers.Have people share why they chose or rejected certain items.55REMOTE-FRIENDLY METHODS PRIORITIZINGWhile all ideas may have merit,there comes a time when the group needs to decide which ones will be taken forward,and which ones are left for another time.METHOD:IMPORTANCE

192、/DIFFICULTY MATRIXReach agreement on the relative impact of the ideas before discussing how much effort it will take to accomplish each one.TIME 40 MINUTESPARTICIPANTS GROUPS OF 2-5SETUP Create a shared mural or document where notes can be arranged within a 2x2 grid Each group will require its own g

193、rid Label the horizontal axis“Importance,”or“Impact Label the vertical axis“Difficulty,”“Cost”or“Effort”Schedule one or more video conferences as needed for breakout groupsMURAL EXAMPLE SCREENSHOT(LUMA Framework)56REMOTE-FRIENDLY METHODSIMPORTANCE/DIFFICULTY MATRIXSTEP 1 EXPLAIN ACTIVITY TO EVERYONE

194、(5 MIN)Its important for everyone to understand that there are three distinct steps to this method,and they must be done step by step to be effective.Choose 6-12 items that require prioritization and make a note for each one.Sort horizontally by importance.Force the distribution,there are no ties.So

195、rt vertically(maintaining horizontal order)by difficulty.Again,force distribution.Let them know a final step will be explained later.Share your screen as you talk through this,being sure to invite questions until everyone in clear on the brief.STEP 2 ORGANIZE SUB-GROUPS(2 MIN)Consider the participan

196、ts locations.If some are co-located its good to let them work together and organize the other remote people into other sub-groups.Based on the video conference tool you use,it may be necessary to schedule and share multiple meetings to accommodate each group.We highly recommend tools like Zoom that

197、have breakout room functionality built-in.STEP 3 TEAMS BEGIN.YOU FACILITATE(15 MIN)Move between conference lines listening to each groups progress.Based on the tips below,remind teams of the protocol and keep them on track.Time this segment and give everyone a 2-minute warning.STEP 4 REGROUP FOR THE

198、 FINAL STEPS(5 MIN)Demonstrate labeling the quadrants as follows:Upper-left,“LUXURY”;Upper-right,“STRATEGIC”;Lower-left,“Low-hanging Fruit”and Lower-right,“High ROI.”Then draw two diagonal lines that divide the 2x2 grid into three equal areas.Lower-right is“Do this First.”The center area that goes f

199、rom lower-left to upper-right is“Do this Second.”The third area that is in the upper-left is“Do this Third.”Allow each team a moment to complete these additions.STEP 5 DISCUSS(10 MIN)Share your screen and facilitate a brief share out from each group.Display each teams end result and have them nomina

200、te someone to present their results to the other teams.57REMOTE-FRIENDLY METHODS CREATING&ITERATINGAfter defining the right problem to solve,use a chain of activities to solve the problem right.METHOD:DESIGN STUDIOHarness group imagination to quickly iterate and improve ideas.TIME 30-90 MINUTESPARTI

201、CIPANTS 2-10SETUP Start with the Design Studio Template in MURAL Add the challenge statement to the area indicated for round 1 Invite the group to the document and beginMURAL EXAMPLE SCREENSHOT58REMOTE-FRIENDLY METHODSDESIGN STUDIOSTEP 1 ASSIGN WORKING LANES(1 MIN)Instruct each person to find a row

202、on the table and place their name and photo to the left.STEP 2 BRAINSTORM(2 MIN)Instruct each person to think of as many unique solutions to the challenge as they can,adding a note for each in the first column of their row.Set a timer for this part of the activity.STEP 3 SKETCH(10 MIN)Instruct each

203、person to pick their favorite idea and sketch it out in the second column of their row.If they are sketching on paper,have them take a picture and upload it.Time this segment and give everyone a 2-minute warning.STEP 4 SHARE(2-5 MIN PER PERSON)Each person presents a concept sketch and the feedback i

204、s captured in the third column.Be sure to highlight strong aspects of the concepts that might provide superior solutions.Use webcams to see the person presenting as they talk through their sketch.STEP 5 CONSOLIDATE(5 MIN)Describe a single solution that combines the best elements from the group.Sketc

205、h the new,combined concept and agree on a direction as a group.Iterate on the first concept or start a new design studio for this next challenge.59REMOTE-FRIENDLY METHODS TESTINGResist the urge to wait until everything is perfect.Get your concepts in front of people early and often.The feedback you

206、receive helps you eliminate errors while refining the concept.METHOD:THINK ALOUD TESTINGIf you could only know what people are thinking as they interact with your product.Oh,wait.you can!Share your sketch,prototype or mock-up with someone and ask them to narrate their experience as they go.TIME 15-3

207、0 MINUTESPARTICIPANTS 6-9SETUP Identify what you will test and one or two key tasks Develop a mockup or prototype able to support participants interaction Identify one person to facilitate and one person to record observations of the participant.Prepare screen recording software or camera to capture

208、 the testMURAL EXAMPLE SCREENSHOT60REMOTE-FRIENDLY METHODSTHINK ALOUD TESTINGDURING THE TESTSTEP 1 INTRODUCTIONSIntroduce the concept to the test participants.Explain their role in the simulation and ask if they have any questions.Remind them to verbalize what they are doing and thinking.Be sure to

209、let them know there are no mistakes and no wrong answers.STEP 2 OBSERVATIONSimulate use of the product or service with your prototype.Do not answer questions about the prototype or guide their actions.Observe their actions and record their narrative.STEP 3 CLOSINGWhen they complete the simulation,th

210、ank them for their participation.AFTER THE TESTSTEP 4 MODIFY PROTOCOL OR PROTOTYPEBased on the first few testing experiences,modify the simulation or tweak the protocol,or both.STEP 5 CONSOLIDATE NOTESLook across the notes from your tests.Identify the elements that are working well and which ones ri

211、sk failure for the experience.Share this with the product team.61CHECKLISTS&GUIDES62CHECKLISTSSet GoalsCommunicate explicit objectives to keep the remote groups on track.What do you want to get out of the workshop?Select ParticipantsGroups of 10-25 people work best.Hands-on activities are difficult

212、with larger groups.Include a mix of roles for diverse perspectives.Determine How To CollaborateStrategize for your teams remote situation.You will likely need a mix of tools that you should set up and test in advance.Set Date,Time,Length2 to 4-hour sessions work best.Schedule multiple segments if ne

213、eded,and work asynchronously when possible.Be aware of time zones.Schedule Location,MeansReserve rooms and equipment for in-person participants.Schedule a video call and make sure remote participants join from in a quiet place.Select ActivitiesChoose activities to engage the group and reach your obj

214、ectives.A 3-hour workshop might have 4-6 exercises(30+minutes each).Customize,Modify MethodsNot every exercise will work“out of the box”in a remote setting.Adapt steps to work with the tools youll have in a remote context.Time Exercises,ActivitiesSet time limits to keep attention focused.Break up ac

215、tivities into short steps(1-5 mins each).Estimate low:you can always add more time if needed.Create A FlowCreate an arc to the workshop.Visualize the overall flow for yourself and for others to see and follow along.Plan EngagementKeep the action going.Leverage multitasking and require participants t

216、o use different channels,e.g.,switch from chat to video to a document and back.Set Up TemplatesMap out the spaces to work in documents or in MURAL.Number steps clearly for orientation.Give participants a sense of whats coming next.Rehearse ExercisesRun through each step by yourself or with a co-faci

217、litator to identify potential issues,e.g.,the time needed per exercise,etc.StepMAP OUT LOGISTICS Goals:Ensure team reaches objectives/Maximize participation from the right stakeholders/Optimize collaboration for different locationsDETERMINE METHODS Goals:Foster creativity in the group/Create a smoot

218、h flow/Maximize engagement during the workshopPREPARERemote RecommendationsCreate A DashboardSet up a central place online(e.g.,in a mural)to both introduce the purpose of the workshop and summarize the outcomes.This serves as a home base for the team.Invite OthersInvite participants and send remind

219、ers.Be clear about whats expected of them.Outline details of the team,tools and tasks.Introduce ToolsRemote sessions slow down if just one person cant use the tools effectively.Ensure everyone has access,and include links and guides to learn in advance.Assign Pre-WorkGet a head start with pre-work.S

220、end a calendar invitation to remind people to complete it.Start a group chat about the workshop to get the ball rolling before you meet.Hold A Pre-Session CallHold a short call to go over housekeeping items a few days in advance.Introduce everyone,review tools and introduce activities and goals.Answ

221、er Follow Up QuestionsReach out to participants after you assign pre-work.Confirm their participation and answer any follow up questions.SET UP WORKSHOP Goals:Increase likelihood of participation/Reduce risk of getting off track/Maximize collaboration time together63Explain TechniquesOver-communicat

222、e instructions of each activity and demonstrate exactly what is expected.Show what a completed exercise might look like.Assign RolesDont leave roles to chance in remote settings.Designate co-facilitators,discussion leads,scribes and workshop producers in advance.Work IndividuallyFavor exercises that

223、 can be done individually.Use mobile phones to take photos of sketches or flipcharts.Time each exercise,play music to fill the silence.Work In Breakout GroupsBreak-out groups are difficult with a single audio channel,but possible.Some software has a break-out feature(e.g.,Zoom).Discuss As A GroupCom

224、e back together and discuss your work.Take turns so everyone participates.Use webcams to enhance nonverbal communication.CHECKLISTSStepORIENT TEAM Goals:Create a safe,creative environment/Ensure equal participation from everyone/Reduce the risk of getting off trackRUN ACTIVITIES Goals:Maximize the e

225、ffectiveness of each activity/Increase participation from the team/Ensure objectives are metRUN WORKSHOPRemote RecommendationsDocument What HappenedCapture content in shared documents and on digital whiteboards as its created.Designate scribes to ensure everything is documented.Create An Action Plan

226、Assign owners to action items and create a preliminary project plan.Set up project management in advance to ensure follow up.Assign Post-WorkPrepare action items and assign them at the end,e.g.,further prioritization or secondary research(e.g.,competitor comparisons).Also plan a follow-up call.Refle

227、ctCompare workshop outcomes to your goals and reflect on the workshop.Create a space in a mural or shared document for feedback or set up a quick survey.Find PatternsCluster concepts to find common themes.Use a digital whiteboard to visualize your work.Decide TogetherGet team consensus using chat fo

228、r quick polling.Or,set up a poll in advance or use MURALs integrated voting feature.CONCLUDE Goals:Understand the workshop outcomes as a group/Increase the teams ability to make decisions/Keep the creative momentum goingKick Off SessionJoin early and greet people as they come.Evaluate their setting

229、and make adjustments,e.g.,let someone know about background noise or troubleshoot access issues.Make IntroductionsIf you havent done so,make sure everyone is introduced.(See method“Me In Images”).Have them share personal details for better team building.Onboard ParticipantsGo over the tools and have

230、 everyone use each application briefly to verify that they can collaborate.Distribute email addresses and chat handles to connect the group.Warm UpGet creative juices flowing with a warm-up exercise.Integrate the remote setting,e.g.,have everyone share a photo of their workspace.64CHECKLISTSSend A S

231、ummarySend workshop artifacts to participants immediately afterwards.Update your workshop dashboard with the key results and feedback from the group.Meet AgainHold a short call afterwards to keep momentum.Schedule it before the workshop even begins.Reflect on the workshop and check progress.Integrat

232、e ResultsIntegrate outputs into other documents.Take screenshots,export murals,and download documents to include in your final presentations.Share Results With OthersSchedule a call to share results with stakeholders.Simulate the parts of the workshop and include them in a quick exercise(e.g.,voting

233、).Gather FeedbackMake stakeholder presentations interactive.Have them prioritize content or evaluate roadmaps with a quick poll.Re-create part of the workshop for them to feel involved.Manage Action PlanUpdate your project plan with stakeholder feedback.Use team input for the next iteration and remo

234、te work session.Follow up with participants.Reflect And UpdateEvaluate the effectiveness of your methods and facilitation in a retrospective.Incorporate feedback from the team into how youll run your next workshop.Archive WorkCreate copies of materials for future reference.Keep a consistent naming c

235、onvention,and strive to increase their discoverability.Reuse MaterialsCreate templates from your workshop for future use.Create a document or folder to maintain best practices.Create a case study to share with others.StepSHARE RESULTS Goals:Increase visibility of workshop output/Reduce the chance pe

236、ople dont follow up on action items/Maximize the impact of outcomes REFINE METHODS Goals:Improve remote workshop skills/Establish best practices for your team/Maximize the reuse of materialsFOLLOW UPRemote Recommendations65TROUBLESHOOTING GUIDEThings will go wrong.Be prepared.Remote facilitation com

237、es with a multitude of variables and challenges.Being able to prepare and plan for each potential variable is wise though not realistic.However,being able to pivot when something does not goes as planned,in a seamless and professional manner,can help lead to an undiscovered,potentially more successf

238、ul outcome.Jenny Price,Designer,Facilitator and AIGA Presidents Council Chair.TROUBLESHOOTING GUIDEPROBLEMDIAGNOSEPeople are boredStop talking,ask a question.What prevents them from engaging?Are these the right participants?Is the timing awkward for their time zone?People are distractedMulti-tasking

239、 happens.Is it momentary or chronic?Can it be leveraged?Ask them to look up something for the group.Do people need a short break?Timing doesnt workRunning overtime is very common.Can you safely omit an activity?Can you reduce the number of share outs?Can you break the agenda into two sessions?Techno

240、logy doesnt workFind out how many are affected.Can someone take over troubleshooting?Can you shift the agenda order?Can you move to discussion and take notes?Confused by exerciseHow many are confused?Can someone help coach a small group?Do you need to start again with everyone?Can you make it simple

241、r to complete?Not showing up on timeLife happens.Was it unavoidable?Can they catch up at a break?Should the workshop start later?Can they contribute in advance or asynchronously?Poor WIFI/No internetHow many are affected?Can you continue without those affected?Can you reschedule the session?Can you

242、use alternate wifi access?(Cellular)Nose and feedbackWhat type of audio problem is it?Diagnose an echo right away.Mute participants by default or manually.Call back in,sometimes that fixes the issue.66OVER PREPARERemote sessions require planning.The more you work out in advance,the better the sessio

243、n.GET PERSONALTake time to get to know each other.If you cant meet in person,schedule time for team building.BREAK IT DOWNPlan two shorter sessions rather than one long one.Split exercises into short steps(e.g.,5 mins).Timebox everything.KNOW THE TOOLSBecome the expert in how the tools work.Make sur

244、e everyone has access,and be ready to troubleshoot.MAXIMIZE TOGETHER TIMEGet a head start and assign pre-and post-work.Then,manage the follow-up asynchronously.EVEN OUT THE INTERACTIONMake sure everyone can participate equally.Empathize with how different remote conditions affect collaboration durin

245、g the workshop.OVER COMMUNICATEIf it feels repetitive,its probably the right amount of communication.Get things moving,and keep the energy up.EXPERIMENTDont try too much at once.Experiment to find your sweet spot.BE FLEXIBLEGo with the flow.Make the best of the situations that dont go as planned.THI

246、NK DIGITAL-FIRSTPlan for a digital outcome from the beginning,even if working analog and offline.Keep the creative momentum going no matter where the team is.DIGITAL-FIRSTPRINCIPLES 67FINAL THOUGHTSAs technology changes,remote workshops will continue to evolve.You dont have to wait.Technology tools

247、will continue to improve,but you can harness the collective creativity of your distributed team today.You can tap into the effective mindsets and methods now.Glenn Fajardo,Director of Co-Design Practice,TechSoup.Were confident that as new solutions become available,you will be more comfortable facil

248、itating from afar.Continue learning and improving your facilitation skills.Have questions or suggestions?Please get in touch.You can reach Jim Kalbach by email at jimmural.co and Mark Tippin at markmural.co.ACKNOWLEDGEMENTSThis book wouldnt have been possible without the input from our network of ex

249、perts in remote design.Thank you for your ongoing collaboration and contributions to the field.A special thanks also goes out to contributors of case studies:Erik Flowers,Eric Morrow,Jordan Shade,Chris Kimbell.Thanks to the technical reviewers of the book,including:Jonathan Ball,Biank McGovern,Kal J

250、offres,Beth Brewer,Howard Esbin,PhD,lenn Fajardo,Lee Duncan,Laila von Alvensleben.ABOUT MURALMURAL is a digital workspace for visual collaboration.Were on a mission to change the way people work,learn and collaborate together,whoever and wherever they are.Were 55+people spread across offices in Sili

251、con Valley,Buenos Aires,and New Jersey.COLLABORATE:http:/mural.coREAD:http:/blog.mural.co/WATCH:https:/mural.co/webinars/FACILITATE:https:/mural.co/design-consultant-network/EVERYONE DESIGNSwho devises course of action aimed at changingexisting situations into preferred ones.HERB SIMON/Nobel Prize Winner,Design Pioneer“Thanks to Chris Pacione from LUMA Institute for sharing the above quote with us.