Course Content
Intro
This module aims to equip practitioners with the knowledge, skills, and confidence to facilitate hybrid sessions with stationary and remote participants at the same time in a variety of different contexts and settings. As was mentioned in a previous module hybrid learning offers plenty of benefits: more flexibility for teachers and users, accessibility for the various groups of potential learners, or affordability to enumerate the most important ones. At the same time facilitating workshops in a hybrid space can be challenging – in fact, the facilitator needs to conduct two parallel meetings – one for the face-to-face learners and one for an online group. It is worth underlining that hybrid spaces are not only about the technology that we use but also about communication between people, their behaviours, engagement, and motivation.
0/1
SCOPE OF THE MODULE 2
Teams in Hybrid Spaces
This session aims to introduce you to team management in hybrid spaces. Safe Space: what is it? How to create a safe space in a hybrid environment? Informal communication – how to extend informal communication into hybrid spaces? How to integrate two ways of communication in hybrid spaces? How to transfer non-verbal communication in hybrid spaces?
0/3
THEORETICAL PART
Safe spaces: how to create safe spaces in hybrid classrooms
Informal Communication – how to extend informal communication into hybrid spaces
Moderating Hybrid Activities
The aim of this module is to equip facilitators with the knowledge, competencies, and skills necessary to conduct hybrid meetings. In the previous module, you could learn about the importance of preparations and the power of communication. In this module, you will have to deal with three major challenges related to working in a hybrid space, such as maintaining motivation, engagement, and visibility.
0/4
Moderating Hybrid Activities
Motivation
Engagement
Visibility
Monitoring Hybrid Collaboration
The aim of this module is to present the tools and good practices that will enable you to monitor activities and collaboration in the hybrid environment as well as create and read teams. It refers you to the previous modules and the content related to building and maintaining motivation and engagement. You will also get familiar with the term of the organizational culture which is the crucial element of the monitoring activities.
0/3
Monitoring Hybrid Collaboration
Draft Lesson
Reading the Hybrid Room
What do we miss?
When teaching in a hybrid space, you will need to devote your attention to many different aspects and not lose sight of the main purpose of the meeting. This means that you may miss some important details.
0/3
What do we miss?
Activities
Extra materials
Self-assessment
0/1
9 questions to test your learning level
Engagement and teamwork in hybrid spaces

Working in any environment is not possible without the involvement of the participants in the process. Involving only some of the participants (e.g. the facilitator, a group working remotely or a group working stationary) will not only significantly slow down the work of the whole team, but will also contribute to frustration, decreased motivation and discouragement for some of the team. This, in turn, can have a negative impact on the quality of the work produced. 

Relationships play a key role when sustaining,  building, and maintaining engagement. As it has been already mentioned relationships – and especially relationships between employees – are a key factor in the success of an organisation. For the various reasons described earlier (such as the principle of physical proximity, informal communication), building relationships in groups that work stationary is much easier than in a hybrid environment. However,  it does not mean that it is a completely unfeasible task. 

 Building relationships and engagement in a hybrid environment: 

    • Contact and communication (joint activities in mixed groups). Try to communicate clearly and frequently.
    • Building interpersonal connections beyond purely professional experiences (but nevertheless not exceeding the boundaries set by each participant). Respect and appreciate diversity. 
  • Creating a space for participants to interact e.g. by creating a chat room where they can exchange information and opinions. Engage in social and informal activities. 

 

Case study 

One team managed two international projects. In the first project, participants met for short online meetings to agree on key tasks and deadlines. In the second project, the participants also held several additional face-to-face meetings. Although the second project seemed to consume more time at first, after just a few months it was much smoother to manage than the first project and the participants were incomparably more committed to it. Why do you think this is? What should the team do for the first project? Are desktop meetings necessary or is it possible to achieve the same goals in a different way? 

 

ACTIVITIES

 

Activity #1

Bingo or knowing each other better!

Relate to the people on a personal level. Identify what  you have in common, learn more about different cultures, values, beliefs, goals, and preferences. Give the participants the opportunity to learn more about themselves not only on a professional level. One of the easiest ways to do it is to play BINGO. 

BINGO 

The rules here are very simple. Bingo scorecards have 25 randomly numbered squares on them, with the word “BINGO” written across the top. Your goal is to cover 5 of those squares in a vertical, horizontal, or diagonal row. You can find Bingo scorecards online at your local hobby store. You can also create your own bingo depending on your team habits and hobbies. 

Bingo generator: https://myfreebingocards.com/bingo-card-generator 

https://teambuilding.com/blog/online-team-building-bingo 

Previous
Next
Scroll to Top