FOREWORD
I spent years honing my facilitation skills. I learned how people process information. I learned how to create an environment that enables groups to share information, discuss, think, and decide together. I then introduced a process for helping groups do just that, detailed in Agile Retrospectives: Making Good Teams Great (2006). That book describes how teams can reflect, learn, and improve—when they are together.
However, remote meetings are a different animal. Over the years, I’ve adapted practices and come up with workarounds for remote meetings. Still, remote meetings often don’t have the oomph of in-person interactions.
As a participant, I’ve spent countless hours in remote meetings. While I am certain it hasn’t actually been ...
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