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

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. 

Additionally, you will learn how to keep the balance between remote and in-person participants, what is proximity bias, and how to counteract it. Finally, you will find some useful tips and activities that will enable you to moderate the meeting smoothly and achieve the goals of the meeting. 

The module is divided into four sessions presented below. Each session has its informative and theoretical parts, we have also included some activities and resources for you to explore concepts covered here in more depth. 

THEORETICAL PART

 

Moderating meetings, whether they are training sessions, panel discussions, or team meetings requires a lot of skills from the facilitator. Meeting objectives, fitting in time, and ensuring that all participants are able to participate in the meeting are just some of them. 

It is the role of a facilitator to keep conversations on topic and  track and to make sure everyone gets a chance to join in. In the hybrid space, you will face additional challenges related primarily to the need to balance the two groups of participants. These are big challenges because we naturally tend to identify with the group we are physically closest to. 

This phenomenon even has a name – proximity bias. Proximity bias is an unconscious tendency where people in positions of power or leadership tend to favour those who are physically closer to them.

How do we deal with this? You already know from reading the previous sessions that communication also changes in hybrid groups. And  it is through communication that our habits can be changed. Here is what you can do: 

  • include online participants in the conversation, especially during the informal part of the meeting (it’s that moment when we wait for all the participants and talk about the weather, the weekend, or the latest TV series); 
  • be attentive in your communication – remember that online users may not be able to read every intention, so be careful and precise, address each participant by name, be mindful of body language – look into the camera, and also address the online audience. 
  • agree with participants on objectives and clear rules for the meeting, then divide up roles; the co-leader will have a particularly important role to play; see more on this in the exercises section; 
  • focus on collaboration and discussion among participants rather than monologue and presentation; 
  • appreciate the involvement of participants online – check if they join the discussion, react, and ask questions in the chat.

 

ACTIVITIES

 

Activity #1 Assigning roles

Hybrid meeting is a performance  that requires more than one actor even if there is only one leading role (facilitator) and one supporting role (co-facilitator). Discuss in the group which roles may be helpful during the meeting, define them, and choose the participants that will take this responsibility. Consider if online or in-person participants can deal with every role in the same way. Or some of them will have some advantages regarding some tasks? 

The distribution of tasks and responsibilities will help you to maintain engagement and motivation. 

Below you can sample roles: 

  • The moderator (facilitator) – the person  who will take responsibility for the whole meeting, especially that all the information  is heard, results are developed, every attendee has the opportunity to take part in the meeting, and the rules agreed upon at the beginning  were followed;
  • The co-facilitator – the person  who will take responsibility for the technical details and will make sure that remote participants are equally attending  the meeting; 
  • The timekeeper – the person responsible  for following the agenda on time, drawing attention that some interlocutors have the same amount of time; intervening when it is time for a break;
  • The minutes maker – person responsible for making notes – in hybrid space – providing that the notes are accessible for everyone.
  • Photo and social media maker – person responsible for making photos and uploading them on the private team chat or official social media profile of the company.
Previous
Next
Scroll to Top