In today’s FVC (Facilitating Virtual Collaboration) workshop, the topic came up about how facilitators can engage participants in a remote meeting so that they don’t check email, tune out, stop listening, and fail to … well… participate. My unusual and occasionally unpopular advice: It’s not entirely your problem.
Tag Archives: facilitation
One of the most common mistakes people make when planning virtual meetings is allocating time incorrectly. Hint: the problem is not usually that meetings end early.
- How long would this conversation with this group of people take in a face-to-face meeting? Write it down. We’ll call that number n.
- Add modifiers to n as follows:
- If there is no facilitator, double n before continuing. Then hire or assign a facilitator.
- If there are more than 10 people involved (not counting the facilitator):
- For 11-15 people, add 5 minutes to n.
- For 15-20 people, add 10 minutes to n.
- For 21-30 people, add 15 minutes to n.
- For more than 30 people, design pre-work to take care of as much as you can before the meeting, then add 20 minutes to n.
- Will you be switching tools during the meeting? For instance, going from screen-sharing to a collaborative sticky note board, Google doc, or similar?
- If so, add 5 minutes for every time you switch to a new tool.
- If the additional tool is new to at least half the group, add another 5 minutes.
- If the additional tool requires participants to log in, add another 2 minutes.
- If the additional tool requires a download or plug-in, add another 5 minutes.
- If you don’t display clear written instructions about how to access and use the tool, add 5 minutes.
- Will you be using breakout rooms in this meeting? Add 5 minutes for each time you go into breakouts.
- Will the group need to make a major decision during this conversation?
- For groups up to 15, add 10 minutes to propose the decision and check for agreement.
- For groups of 16-20, add 15 minutes to propose the decision and check for agreement.
- For groups over 20, add 15 minutes to propose the decision and check for agreement, and expect a lot of follow-up questions after the meeting.
- If the group is very divided about the content of the decision, add another 5-10 minutes to the decision time.
- Will you be keeping a Parking Lot, and do you expect more than two Parking Lot issues to come up? If so, add 5-10 minutes to resolve the Parking Lot issues.
- Look at the total you have so far. For every 60 minutes, add 5 minutes for stretch breaks. If you’re over two hours total, add another 10 minutes for a sanity break in the middle.
- Remember to add 10 minutes up front for people to connect to the meeting and get their audio and video sorted out.
- Remember to add 5 minutes at the end of the meeting to review decisions and action steps.
As an example, let’s look at a group of 14 people who need to brainstorm ideas about their next product launch, select two, and assign research leads to each idea. It would take them 45 minutes to get this done in one focused face-to-face meeting with a facilitator, so n is 45.
- Add 5 minutes for the number of people (14): 50 minutes
- We’ll use screen sharing and Boardthing (a sticky note tool), so we add 5 minutes: 55 minutes
- Boardthing doesn’t require an account or a download, so we don’t need to add any time for that.
- Naturally we will create clear, visual instructions for Boardthing and show them before we switch as well as in Boardthing itself, so we don’t have to add 5 minutes for not doing that.
- We will be using breakout groups once, so we add 5 minutes: 60 minutes
- The group will need to make a major decision, so we add 10 minutes: 70 minutes
- The group isn’t particularly deeply divided, so we don’t need to add time for that.
- We don’t expect a long Parking Lot, so we don’t need to add time for that.
- We add a 5-minute stretch break: 75 minutes
- We add 10 minutes at the start for getting settled: 85 minutes
- We add 5 minutes at the end to review decisions and actions: 90 minutes
In order to accomplish our objectives in a virtual meeting, we need to set aside 90 minutes, including a 5-minute stretch break.
By now you’re probably wondering whether this is meant to be satire. Nope. I’m serious. This is how long it takes to do real work when you’re not face-to-face. If you plan for it and people are prepared in advance, the meeting will run much smoother. People will feel great about achieving their objectives in the time they set aside. And hey, if you’re wrong, you can always end the meeting early.
Last week, my colleague Malgosia Kostecka and I co-facilitated a challenging four-hour remote meeting of 33 attendees in 22 locations involving complex work: developing a mission statement and the initial five-year vision for a new organization. This meeting kicked off a five-month process to explore different models for how the organization might be structured. Over the summer, sub-groups will design possible models and prepare to present them to the whole group. The process will conclude in October with the group’s first face-to-face meeting, where the final mission, vision, and five-year strategy will be set. These will then be used in securing approval to launch the organization.
For this kickoff, we used Zoom, Boardthing, and Slack as our workspaces. I’m happy to report that it went well. Astonishingly well, actually, given that I always assume something will go horribly wrong! We barely needed Plans B and C and didn’t reach Plans D or E at all. Here’s how it worked.
- We worked closely with the meeting sponsors to identify outcomes and understand who would be in the meeting.
- We set up Slack for the whole team, since they will be doing ongoing work throughout the summer. The ongoing setup includes channels for smaller working groups, plus one for questions, general information, and workgroup chairs. Special temporary channels were also set up for the meeting (see Plan C, below).
- We set up a Zoom room for the main meeting space.
- We created a Boardthing board for collecting and sorting vision ideas. Advance setup included creating a list of instructions, uploading a template image for sorting the ideas, and preparing an agreement scale in case we needed it.
- We prepared 14 digital templates covering each part of the meeting from the Do-Now to Closing Thoughts. Not all were used, but they were ready!
- We created a spreadsheet to track who had signed in to Slack, who had done the tech check, who was to be at the one co-located venue, and who would be in each breakout discussion group during the meeting. We took into account the 11 people who would be connecting from a single location when planning breakout groups.
- We prepared a visual roadmap of the entire process, from this kickoff meeting throughout the summer and fall to the final group meeting scheduled in October.
- We prepared the agenda (a detailed facilitators’ version and a more general participants’ version).
- We prepared a text document with participant names and email addresses, key web links that would need to be copied and pasted, and a few technical support statements that we would likely need to paste multiple times.
- Prior to our involvement, participants went through a selection process based on interest, expertise, and availability. There were also initial discussions about the process and its outcomes.
- We asked participants to sign in to the Slack team space prior to the meeting and to have Slack open during the meeting itself.
- They were also encouraged to attend a brief tech check to make sure they could access Zoom.
Agenda & Activities
The planned timing is on the agenda image here. The actual timing is noted in parentheses next to each activity below.
- Do-Now & Orientation (15 minutes)
- The do-now was designed to help folks start thinking about the meeting content and give them something to do while everyone else got connected. Everyone was to type into a special Slack channel, answering the question: Why is this organization important to you personally? [Wondering whats a do-now is? Here’s a PDF that explains.]
- Once everyone was settled and had had a chance to work on the do-now, the sponsors opened the meeting by setting the context for the work this team will be doing, why do it now, and why the team was comprised of these particular people.
- I introduced myself briefly when I took over, and ran through the outcomes, agenda, roles and rules as shown above. I left space for additional rules but the group didn’t add any.
- I mentioned the backchannels (Slack and the chat feature of Zoom) and encouraged participants to speak up in those channels if they were having trouble. Malgosia was monitoring both channels throughout the meeting.
- We asked people to turn off their video cameras while they were in the full-group session and said they were welcome to use them in the breakouts later.
- Introductions (30 minutes)
- Since this group is not an intact team but a group of colleagues from different organizations, we invested some time in team introductions. Using a prepared template that showed six ‘tables’ — one for each of the working groups that will meet over the summer — we went around the virtual room.
- Malgosia and I modeled what we were looking for with our own introductions first.
- Each person’s name was already written in, along with his or her organization. When it came time to speak, each person said who they were and where they worked and also shared one hope or expectation for the process. I added each person’s hope/expectation to the template as they spoke, using Sketchbook and my Wacom Cintiq pen display tablet (it’s like the 27HD but mine is a 24HD).
- Project Roadmap (10 minutes)
- We placed the project roadmap on the screen and walked through it to be sure the five-month process was clear.
- Facilitators and meeting sponsors/workgroup chairs answered questions as they arose.
After that, we took a five-minute stretch break. I placed a countdown timer on the shared screen to time five minutes.
- New Org.’s Mission (55 minutes)
- After the break, we shifted to developing a draft mission statement. We started by reviewing mission statements from four or five well-known organizations (selected in advance and written on a template).
- Next, we explained the process we were about to use, as well as the backup plan should our initial plan fail (see Backup Plans, below). We answered questions (all this took a little less than 10 minutes) and then got started.
- First, each person wrote down an answer to the question: What is this organization’s reason for being? This was done individually on whatever piece of paper was handy. (5 minutes)
- Next, we grouped everyone into trios using the Zoom breakout rooms. In each group, the three people shared what each had written and generated one statement for the trio — either choosing one of the three, or writing a new one. (10 minutes)
- Whenever they worked in breakouts, we checked in with each group periodically to make sure that everything was going well.
- Next, we grouped up three trios together to make a group of nine, and they repeated the process: listen to each trio’s statement, and come up with one statement for your group of nine. (15 minutes)
- This resulted in three statements. We came back to a whole-group discussion, and each group read their statement. We captured it on a template using Sketchbook and screen sharing, and then briefly discussed the three statements. We noted issues and key questions that would need to be resolved in the work over the summer. (10 minutes)
We ended that segment with three possible mission statements, agreeing to finalize the new organization’s mission in October.
At this point we were halfway through the four-hour time, and we took a 20-minute break to stretch, wolf down food, adjust any technical glitches, and so on. Once again I shared the countdown timer.
- Vision Images (10 minutes)
- After the break, we briefly reviewed the agenda to check in with the process and our progress.
- Then we shifted to working on the vision. We opened with a guided imagery activity, set five years in the future. We set the context by saying that five years had passed and the organization was very successful. Then, everyone listened and imagined, but did not answer or speak, as we asked the following questions: What activities are happening throughout the year? Who is involved? What are the media saying? What publications and resources exist that didn’t before? How is your work different now?
- Everyone was then given five minutes to jot down some ideas that had come to them during the visioning.
- New Org.’s Vision (65 minutes)
- Using a template prepared in advance (a Mandala with the imagery questions written in the segment circles), we asked the group to share thoughts that they had had. We worked through each of the questions and captured ideas as they were voiced. (25 minutes)
- When that was complete, we saved it and uploaded it to Slack right away so that everyone could use it during the next activity.
- Once again, before launching into the activity, we showed a template with the steps written out, reviewed them, and answered questions. We explained and gave examples of what we were looking for: specific vision themes, or what the organization will be, do, or have in five years’ time. (about 5 minutes)
- Once everyone was ready, we pasted the Boardthing link into the Zoom chat and into Slack and asked everyone to open it.
- While they were doing that, we placed them into breakout groups of about six people (the 11 co-located people formed two groups where they were).
- Each group was responsible for generating 3-5 cards in Boardthing. Each card included one key theme for the vision, either pulled from the previous conversations or generated now. (25 minutes)
- While they worked, we checked in on each breakout to make sure that everything was going well.
After that time, we gave everyone else a 5-minute stretch break (using the timer). Meanwhile, Malgosia and I took an initial pass on the cards, grouping them into rough clusters and proposing cluster names. When the group returned, we had six or seven theme categories and three or four cards that we weren’t able to place in groups.
- Refining the Vision (15 minutes)
- After the break, we reviewed the clusters and asked for corrections or changes. We refined the cluster names and added the loose cards to clusters with the group’s guidance.
- We copied the seven cluster heading cards and placed them into the vision template in Boardthing.
- The group discussed and refined the vision elements further, adding nuances and making distinctions, until they were happy with the draft vision.
- We did a brief and informal check for alignment, and declared victory!
- Next Steps & Closing (7 minutes)
- We briefly brought back the process roadmap and reviewed it again, answering new questions.
- The sponsors outlined next steps, thanked everyone for their involvement, and closed the meeting — on time. Well, almost. We were two minutes over.
After the meeting, we created a PDF file containing all the meeting charts, including screenshots from and a link to the Boardthing board, sent it to the sponsors, and uploaded it to the team’s Slack space. Now we are in the process of planning and scheduling the series of smaller remote meetings for each of the six working groups that will take place over the summer.
When I create a backup plan, I pick the thing that is most likely to go wrong, imagine what will happen if it does, and come up with a workaround. I keep doing this until the only remaining workaround is for everyone to talk normally on the phone while I take notes on paper. The backup plans for this meeting centered on people not having access to Zoom, or the Zoom breakout groups not working, since those were the trickiest parts of the meeting.
- Plan A: The meeting as designed and described above, and basically what we did.
- Plan B: Assuming people couldn’t see the screen but could connect to Zoom via the phone, they would be paired up with a ‘screen buddy’ who could help them create Boardthing cards. I also read everything that was on the templates and described each new one briefly as I brought it up.
- Plan C: Plan C covered us if the breakout groups in Zoom failed. In every meeting, there are always a few people who can’t get into the breakout rooms, and I have yet to figure out why. If it’s just a few, then I leave them in the main room and they become their own breakout group. If it’s a lot, then we are into Plan C. To prepare for Plan C, we created temporary channels in Slack for each breakout group and invited those people to each channel. The instructions to the group were that if the Zoom breakout wasn’t working, they were to have their discussions via text in the Slack channels instead. We only needed to do this with one group once.
- Plan D: Plan D assumed failure of Boardthing, or failure of people to get into Boardthing. In this case, I would have brought it up and shared my screen and we would have talked through the process, perhaps collecting ideas in Slack and having Malgosia read them to me to type in. Luckily, we didn’t need to do this.
- Plan E was the last-ditch backup, where we do the whole thing in full-group discussion while I share my screen and do graphic recording.
What I Would Do Differently
I learned a LOT about Zoom breakout rooms in this meeting. One thing I should have taken advantage of more is the ability to set breakout groups up in advance and then re-use them. If I had done that, it would have greatly simplified (and speeded up) the process of getting people into breakout rooms. Instead, I created different groupings on the fly based on lists in our spreadsheets, which got a little complicated and took some time to set up. Astute readers will notice that in steps 4 and 6 in particular, we lost a few minutes of work time getting people into the breakout rooms.
On the whole, though, I’m happy with how it went, and I’ve heard very positive feedback from the participants and sponsors as well.
Need a Good Remote Meeting?
Do you need to get work done with a remote group? I’d love to help. Contact email@example.com to set up a time to talk about what you need.
The first and second posts in this series covered rules for orienting to purpose, connecting people, drawing out information, and getting closure on commitments — the first four stages of The Grove Facilitation Model. This post, the last in the series, deals with Videoconferencing Rules of Order for the final three stages: supporting action, monitoring progress, and leveraging learning. A future post will go into more detail about the Model itself. For now, if it’s unfamiliar, just think of it as a set of lenses that a facilitator can use to plan and handle group processes.
When the videoconference is humming along and people are embedded in the work of the meeting itself, it seems like the safest thing to do is to sit back and not mess with it. But there are still some small things you can do to make it easier for everyone to work together via video.
- Build in stretch breaks. It’s more fatiguing to sit in a video call than to sit in a face-to-face meeting of the same length. For every hour of meeting, build in a five-minute stretch break, with longer breaks after two hours. Set a countdown timer on a shared screen to help people return on time, and discourage people from skipping their break. (Here’s a timer for PowerPoint — I haven’t tried it, though — and here’s a web-based one that I do use.)
- Give participants something to focus on besides each other. Share a screen showing a visual map of the work process or other materials that are not text-heavy. Bring in a digital graphic recorder to capture the meeting in real time on a shared screen. Create a simple template in PowerPoint and complete it while the group talks. Having a visual representation to discuss and refer to helps to keep the conversation on track. People find a bit of variety stimulating and engaging, so don’t use the same technique every time.
- Give participants something to do. Use other tools in combination with video. Set up a shared spreadsheet where participants can take a few moments to reflect and type answers to relevant questions, or give their opinions of different options. Once everyone has had a chance to reflect and respond, use the document as a springboard for discussion. Or get everyone into a shared sticky-note board and have them create and interact directly with digital sticky notes.
After I posted the first in this series, Nora Rubinoff added some excellent rules of order in a blog post of her own that I would also classify under supporting action.
When the group is working, the facilitator can keep the meeting flowing with light touches as they would do in a face-to-face meeting.
- Keep an eye on body language, but not the way you’re used to doing it. On most video conferences, you can only see people from the shoulders up. It’s easy to miss signals that would be obvious in a face-to-face meeting. Watch for signs of fatigue or distraction: looking down often, repeatedly or persistently looking away from the computer, frequent nodding without contributing, leaning the head back onto the top of the chair and looking at the ceiling, fidgeting. These can all signal that patience has run out and it’s time for a quick stretch break. Also watch for quiet people trying to break in to the conversation, and help make room for them. They may suddenly look alert, sit up straighter, or start to open their mouth and then close it again if there isn’t space to talk. Call on them by name and ask if they wanted to say something.
- Narrate your actions when you do something that appears to be a distraction. If you need to pull up a document, for instance, or look for a relevant email pertinent to the task at hand, say so. “I’m going to pull up the email that has our agreements from last time. It will only take a moment and I’m not reading any new messages right now.” Otherwise, your obvious shift in focus will be taken as an invitation for everyone to check their messages and the meeting will lose momentum.
- Bring the agenda back on screen each time an item is completed. In face-to-face meetings, we tend to keep the agenda posted all the time and refer to it throughout the process to keep people oriented and on track. With videoconferences, it’s easy to lose sight of progress because the agenda is displayed once at the start of the meeting and then never again. Instead, share it on the screen, annotating and updating it if possible, each time you shift from one topic to another. Even if you’ve sent agendas to everyone beforehand, it’s helpful to do a quick group check in now and then.
The activities that fall under the category of Leveraging Learning are often dismissed as ‘extras,’ things that are nice to have but not necessary in our time-pressured workdays. However, they do not need to take a lot of time and the payoff in participant satisfaction, productivity, and engagement is huge. Spare a few minutes for practices like these that get everyone involved in the group’s choices and success.
- Take a moment at the end of the meeting for “likes and wishes.” Invite each participant in turn to share one thing they liked about the way the meeting worked, and one thing they wish for next time. You can leave it open in terms of scope or frame it so that people are reflecting on the technical aspects of the engagement. In settings where people are not inclined to speak openly about what they would like to change, set up an anonymous way to contribute, such as a shared sticky-note board or shared document. Use the feedback to adjust future video meetings.
- Take screen shots at various points in the meeting. Combine them with images of charts created by digital graphic recording and links to documents jointly edited during the meeting. Share this output with participants via email soon after the meeting as a visual record of their virtual time together.
- Host occasional pop-up sessions dedicated to reviewing the technology you use for video, shared editing, and other meeting functions. Invite interested participants to prepare short presentations of new tools that show promise, or ask volunteers to try out specific tools and report the results. Keep your group’s tech fresh by sharing the responsibility for finding, testing, and proposing new tools.
Although synchronous meetings are only a small part of remote work, they provide opportunities to build relationships and cement commitments among distributed colleagues. Using these guidelines will help you make the most of your team’s remote gatherings, bring team members closer together, and increase their effectiveness as a distributed team.
Getting people comfortable in a virtual meeting can be a challenge, especially if you plan to use some of the more advanced features of your web conferencing tools. Even if that’s not in your agenda, it’s helpful to have folks take a minute to check in once the group has assembled. You’re familiar, I’m sure, with the awkward-silence-and-simultaneous-speaking method of going around the virtual room. How about trying a visual alternative in your next meeting? This one was shared with me by a student in one of my digital facilitation workshops.
The check-in grid is a quick, easy and fun way to avoid the awkward stumbling while still giving everyone a chance to have his or her voice heard. It also lets folks experience the group whiteboard feature of a web conferencing tool during a safe and low-stakes activity, so that later, when you ask them to dot vote or contribute to a group visual, they aren’t totally lost.
You’ll need to enable the collaborative whiteboard feature in your web conferencing tool. Some of them require you to do this when you set the meeting up, and others let you activate it once the meeting has begun. (See below for alternative ideas if your system just doesn’t have this feature.)
Start by drawing a grid on the collaborative whiteboard that has at least enough squares for each person to have one (including yourself). You can do this in advance of the meeting, or while people are gathering in the call, or right after you call the meeting to order when everyone is present.
Next, set the stage for participation by saying that you’d like to have the group do a visual check-in. When you give the signal, everyone will pick an empty square and use the drawing tools to draw a simple face that reflects how they are feeling right now. Alternatively, you could frame the instructions in one of these other ways:
Draw a simple face that shows…
• …how you are feeling about our progress so far.
• …how you are feeling right now about the issue we have come together to discuss (name the issue so it’s clear).
• …how your weekend went.
And so on. Explain that there will be a little pandemonium for a moment as people sort out which square to use. Point out that there are enough for everyone, so if two people start to use one square, one of them should just choose a different one instead.
Show people where the drawing tools are and how they work, if they don’t already know. You can invite everyone to make a test mark outside the grid if they want to practice.
When everyone is ready, tell them to go ahead. Let them sort out the squares themselves – it’s a mess at first, but it will work out. It’s okay if they talk. Wait until it looks like most people have chosen before drawing your own image in an unused square.
When everyone has finished, start at the top left and go along the rows. Ask each artist to identify him or herself and say something about why they chose to draw what they did. Acknowledge each person’s contribution.
There you go! You’ve given everyone a chance to speak and share something about themselves, and you’ve established a speaking order that you can use throughout the meeting to help avoid talking over one another.
Once everyone is done drawing but before you go around for the verbal check-in, take a screen shot or download the image, open it in your drawing program, share your screen, and graphically record everyone’s remarks around the outside of the grid. Only do this if you can manage it very smoothly and quickly, or you will lose the good energy built up by the drawing.
No collaborative whiteboard? No problem!
Alternative #1: Ask everyone to draw a quick face on a scrap of paper, take a photo with their phone, and either upload it to the web conferencing tool (if that’s easy) or email it to you right away. Flip through the uploaded drawings in the web conference, or share your screen and open them one by one on your computer. Have each person explain as above.
Alternative #2: There are a lot of free shared whiteboarding tools that you can use for your meeting. Flockdraw is one. You just create a whiteboard and share the link, and everyone can draw together using its incredibly simple interface. There are many other options too — just keep searching until you find one that you like.
Alternative #3: Instead of drawing a face, everyone can use the whiteboard type tool to write one word that describes how they are doing (or answers whatever question you have asked them).
Give it a try — let me know how it goes!
I laughed. Then I cried. Many of my colleagues had similar reactions. The video points out some of the common events that make so many online meetings so incredibly dysfunctional: ineffective introductions, bad audio, people talking over one another because of a lack of visual cues, and of course the Technology Factor.
We have a lot of skills for coping with these issues in face-to-face meetings, but we’re still working out the promising practices for handling the same issues in online meetings. Throw in some technology tools — which sometimes work and sometimes don’t — and a group of people who have different kinds of equipment and different levels of comfort and skill with the tools, and you’ve got a situation that is uncomfortable at best and disastrous at worst, especially for the meeting facilitator. We’ve all been that guy out in the hallway, talking to the wall, slowly realizing that no one else can hear us.
The good news is that the tools are growing simpler and more cross-platform. Enterprise-level tools that have been around for a long time in terms of Internet timeframes (think WebEx and similar systems) are evolving, and new tools are emerging (think Join.Me and Skype and so on). Instead of requiring special plug-ins or client versions of the software or different setups for different operating systems, the tools are being adapted to work on any platform, be it PC, Mac OS, or the different mobile flavors. The users of the tools don’t need to do as much to make them work, because the tools are becoming more flexible.
More good news is that we’re developing methods to cope with the social aspects of online meetings regardless of the technology we’re using. Not everyone can manage multi-party video calls — although that’s getting cheaper and easier too — so we’re working out ways to handle basic interactions like introductions, orientation to the meeting purpose, and conversations that lead to real work, even when you can’t see your colleagues. Visual methods that support these interactions can be employed without much special equipment at all, and the payoff in terms of lower frustration, greater efficiency, and higher engagement is huge.
So go ahead and laugh at the poor folks in the video. Then think about which of those painful moments you encounter the most — and how you can address that one issue in your next online meeting. I’d love to hear your ideas… and I’ll share some of mine too. Let’s make awkward online meetings a thing of the past.
This article by Nancy Settle-Murphy and Rick Lent includes excellent tips for structuring virtual meetings to be successful.
Structuring Successful Virtual Meetings:
A Counterintuitive Approach
Wouldn’t it be great if all we had to do to run a great virtual meeting is to use the exact same structures and techniques that we use for face-to-face (FTF) meetings? Great for the meeting leader, maybe, but not so great for the meeting participants who have to muster every ounce of energy to just pretend they’re engaged.
Sadly, many people run their virtual meetings pretty much the same way they run their face-to-face meetings, which truth be told, aren’t all that engaging to begin with. After all, it takes a lot less time to simply ignore the unique challenges and opportunities of virtual meetings–such the inability to read nonverbal cues, the tendency to multitask, and the imperative to keep virtual meetings exceptionally focused and brief–than it does to accommodate them.
The Bay Area Organizational Development Network (BAodn) is presenting Best in the West 2011 on June 24-25 in San Francisco. If you’re in the area and into organizational development or facilitation, take a look at the program — lots of great speakers, including David Sibbet, Michael Broom, Bev Scott, and others.