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The Internet and information technology facilitate people meeting when they’re physically in different places.

Advantages

You’re probably familiar with the advantages of virtual meetings, because the companies that produce  and promote the many  tools used for virtual meetings vie with each other to tout those advantages.
A major advantage-often cited first, at least by marketers and sales reps-is money. Virtual meetings are usually less expensive than face-to-face meetings:

• They eliminate the costs of travel, accommodations, and meals.

• They minimize the inconvenience of interrupting work.
• They reduce the loss of time and thus productivity.

Another major advantage is that virtual meetings can bring together people who are separated by space or time, such as employees who work in several locations and/or at different times.
There are also advantages that are harder to quantify or even to prove. Some claim that virtual meetings sharpen the sense of purpose, because they generally require more focus and more discipline. It could be argued that they do so to the  extent that they reduce the opportunity for socializing. It’s also claimed that virtual meetings can increase objectivity, because each participant feels the presence of others in the group less  than in a face-to-face meeting. That benefit would be greatest with technologies that connect with words and asynchronously  and least with video conferencing.

First, Come to Terms with the Terms  When discussing any technology with colleagues, your organization’s tech staff, or vendors, make sure from the start that you’re all understanding the terms in the same way. You may feel confused, but even the experts don’t agree on what all of the terms mean
specifically.
As we’ll discuss later, terms like teleconference, e-conference,Web conference, and multimedia conference can have various meanings. Make  sure you’re not discussing apples and oranges or you may end up with a high-tech version of fruit salad.

Taken From : The Manager’s Guide to Effective Meetings

Virtual “Being in essence or effect but not in fact,” according to dictionaries published before the cyber boom.A  virtual meeting is communication and collaboration involving two or more people who are not present in the  same physical place and/or at the same time.

Synchronous Pertaining to interactions that happen more or less simultaneously, in real time.

“Real time” has become a buzzword  of uncertain but positive meaning. (Who wouldn’t want the real thing, rather than … what? Fake time?  Unreal time?) For example, there’s now a sports utility vehicle that features  “real-time” four-wheel drive. Asynchronous Pertaining to interactions that happen at different times. An asynchronous system does not place time constraints on its users. It allows “serial meetings.”

Some technologies can be used either synchronously or  asynchronously, while others are either the  former or the latter.  (A funny thing about time: since it’s a continuum of moments, there’s not  necessarily a  real delineation between synchronous and asynchronous.

If I send you an e-mail message and you reply within minutes of receiving it, our exchange is not synchronous, yet it’s practically so. If we’re using instant messaging and I step away from my computer to use the rest room, get a cup of coffee, check my mail, and chat for a few moments with a colleague in the hallway, by the time I get back to you, is our messaging still instant-synchronous?) In any discussion of technology, you can be overwhelmed by all of the features and the promises. To understand what all of it means and, much more important, what it can mean to you, think in terms of the following three factors:

• What freedom the tools bring
• What you sacrifice for that freedom
• How you can compensate for those sacrifices

You’re probably already using technology for virtual meetings, in some way. A phone conversation-one on one or conference call-can be a virtual meeting (aural, synchronous, and at a distance). An exchange of faxes can be a virtual meeting (visual, synchronous or asynchronous, and at a distance).

Taken From : The Manager’s Guide to Effective Meetings

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Technology is extending the concept of meetings as it expands the possibilities for communicating and collaborating. So, to start this final chapter, we return to the beginning of this book, to our definition of “meeting”: an event consisting of people, content, and process for a purpose.

A systematic way to approach an overview of meeting technology is by considering the concept of meetings through the five W’s and one H: who? what? when? where? why? and how? In our simple definition of “meeting,” the people are the who, the content is the what, and the purpose is the why.
Those three dimensions are basic to any meeting. The remaining dimensions vary:

• The where is the location, an either/or situation: either one place or different places.

• The when is the time, another either/or: either one time or different times.

• The how is the methods and media (words and objects) used to communicate and collaborate, and the senses.

(Technology is limited-so far!-to the eyes and the ears, so we talk in terms of visual and aural.)

The virtual meetings that technology allows still fit the basic definition of meeting as an event consisting of people, content, and process for a purpose. (At least the common definition of event as “an occurrence, a social occasion or activity,” although not the more specific and scientific definition in Merriam-Webster-”the fundamental entity of observed physical reality represented by a point designated by three coordinates of place and one of time in the space-time continuum postulated by the theory of relativity.”

Whew!) But by changing the dimensions of the events, the technology challenges us to think differently about our meetings. Technology frees us from the necessity of meeting in one place. It can also free us from the necessity of meeting at one time. It allows visual communication  and collaboration, through text and through images (still and moving). It allows aural communication and collaboration, through words and through sounds. So we’ll discuss technologies in terms of visual and/or aural and in terms of synchronous or asynchronous.

Taken From : The Manager’s Guide to Effective Meetings

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This chapter is about technology-but it’s not really on technology. It won’t tell you all about the specific technological tools you can use to meet in ways other than face to face, same time, same place. The tools change too quickly for any book to cover them at all adequately. In the weeks that it takes this chapter to go from my computer to the bookstores, the technological tools discussed here will change, perhaps significantly, or even dramatically.

Besides, there are thousands of sales reps who will be more  than happy to tell you all about what their products and services can help you do. And, as you explore the possibilities of those technologies, a technician in your organization will be able to advise you on the technical requirements of any of these
possibilities.

This chapter is about what you could be missing with those tools and how you can compensate.

Taken From : The Manager’s Guide to Effective Meetings

To help members of the group feel less discomfort when conflicts arise, you might share with them the following. (In addition, you could also have them take the inventory.)

How do we handle conflict? The Thomas-Kilmann Conflict Mode Inventory can help us better understand ways of dealing with conflict. In the mid-1970s, Kenneth W.Thomas and Ralph H. Kilmann devised a system that plotted a matrix of five conflict modes, in terms of two axes: unassertive-assertive (our desire to satisfy our own concerns) and uncooperative-cooperative (our desire to satisfy others’ concerns).

Their model shows that conflict-handling behaviors are neither good nor bad.We improve our ability to resolve conflicts when we understand our reactions and can choose the most effective behaviors for a particular situation.

Here, in brief, are the five modes plotted by Thomas and Kilmann:

• Competing: High assertive and low cooperative.The goal is to win.
• Avoiding: Low assertive and low cooperative.The goal is to delay or avoid altogether.

• Compromising: Moderate assertive and moderate cooperative.The goal is to find a middle ground.

• Collaborating: High assertive and high cooperative.The goal is to find a win-win situation.

• Accommodating: Low assertive and high cooperative.The goal is to yield or go along.

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Manager’s Checklist for Chapter 7

? Dealing with problems during a meeting is difficult-not necessarily because of the nature or severity of the problem, but because problems during a meeting are generally not your responsibility, but the responsibility of the facilitator.  You should recommend that any person you select to be a facilitator read this chapter.
? Take preventive measures to reduce the chances of major  problems. To reduce the possibility of problems resulting from personality conflicts, talk with participants one on one in advance of the meeting and then begin the meeting by reminding everyone to focus on the purposes of the meeting and act responsibly in the best interests of the group.
? For many situations that may arise during a meeting, the first and generally best remedy is the rules your group has set for its meetings, because your group developed them, by consensus, and they’re appropriate to your environment and culture. The rules should specify how to deal with any violations.
? No book can cover all troublesome situations and no tactic  can work every time. But the principles applied in this chapter should guide you in dealing with most problems.

Taken From : The Manager’s Guide to Effective Meetings

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