Part 2 - Interacting with others on screen: how video call communication shapes participation differently compared to a group around a table.

Just as round a table, participation online varies according to how many people are present, and how well they know each other. We can be the equivalent distance of across the table from someone when we are having an on screen conversation, usually less! but the gulf between us can often feel much wider. Aside from that, there are also some distinctions in how and what we communicate. In complex problem solving team activities, there is evidence for:

  • reduction in challenge and support of ideas.
  • fewer contributions and participation overall.
  • less insight or break through ideas.
  • more generalisations and rush to make connections without evidence.
  • more risk averse options.



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Pt 1 of Does a successful team have to be in the same room, or can they perform just as well online?

How successful is online collaboration? With a major shift to working via screens, managers and leaders maybe witnessing a decline in our capacity to apply critical thinking and work collaboratively especially when faced with complex scenarios.

At best, people will perform as well as ever but at physiological and psychological cost to themselves. At worst, we are in danger of losing, and not developing both the skills of critical thinking, and the ability to work well with others we have not met face to face.

Critical thinking and collaborative working are far-reaching capabilities that are closely linked to our capacity for creativity and challenge, both essential for generating innovation and change in behaviour, putting these aspects of organisational life under threat if leaders do not respond to demands of working online.

This is Part One of a five part series.

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How Do We Think Our Way Out Of A Problem?

We know when we have a problem – Those pounds around the waist need to go before taking to the beach, but they’re not shifting. If only all the staff saw things from the commercial perspective, but they don’t.

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  • Illustration of challenging scenarios and being overwhelmed. Braintoffee complex problem solving activities for becoming more comfortable with being uncomfortable.

The ‘Wicked’ Problem challenge that will define future successful Leaders and Managers

Performing in Conditions of Uncertainty and Ambiguity: Remain or Leave? Austerity or Investment? New or Old? Expand or Consolidate?

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  • 4Box Problem Solving Model indicating the place of Braintoffee complex problem solving activities for teams facing with challenging problems.

Problem Solving For World 2.0?

Are you sure you’re setting out to solve your problems the right way?  The 4Box Problem solving Model suggests you need to analyse the type of problem you’ve got before you can even begin to solve it.

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