BreakDrink

Harvey Relief c/o @BreakDrink

As rain from tropical storms flood and impact Texas after Hurricane Harvey, Jeff and I decided to do a quick podcast to share ways we know you can offer relief and support for those in need in the Lone Star state via a @BreakDrink podcast. We appreciate the love and concern a number of you have expressed for our well-being, but we are a-okay. Our fellow Texans to the southeast are under water and they could really use your help.

In this episode, we chat with Paul Eaton who is in the midst of some flooding in Conroe, TX and share few ways you can donate to Harvey (and avoid being scammed) if you are so inclined.

There are a number of ways to get and offer help for Harvey. If you know people who are directly affected by Hurricane Harvey, FEMA recommends visiting www.nvoad.org/how-to-help/ Additionally, DisasterAssistance.gov includes a link to the Federal Emergency Management Agency’s step-by-step guide to filing a flood claim, a map to locate the nearest FEMA Disaster Recovery Centers and instructions on how to apply for assistance. If you have questions about the help FEMA offers or the application process, call 1-800-621-FEMA (1-800-621-3362) or submit your query online. Or better yet, Find an open shelter near you by texting SHELTER and your zip code to 4FEMA (43362). You can also use the FEMA mobile app.

Houston, Dallas, Austin, and San Antonio, are currently taking in residents from the flood and hurricane zones. This means the state of Texas needs your help to support these small towns who have moved into these shelters. Additional donations for various relief needs can be met by visiting the following websites – and if you know of others, please tweet or comment where others can help:

Want to VOLUNTEER in-person to help with Harvey relief? Here’s how you can get involved.

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Learning, Performance, PLN, Professional Development, Reflections, TBT Posts

Ode to Hashtag

Dear Hashtag,

I am SO sorry I missed your 10th birthday. With the start of the new academic term and a number of paper deadlines, my attention was elsewhere. I know. No excuse, right? But, can you please forgive me? Wait — I know how to make these belated wishes better!

To honor your decade of existence on social media and everyday conversation,  I decided to get creative with your birthday gift. I am truly grateful for the communities you unite, the awareness you share, the conversations you thread, and the subtle way I can give my tweets/posts/texts more meaning.

Ode To Hashtag

Hashtag, hashtag

We adore thee

Signal events and,

Tags for news

Tweets unfold like stories before thee

Link us to interests we so choose

Twitter chats used for work and play,

Say so much in just one little tweet.

Symbol of meaning is here to stay

Pound sign in speech is hashtag sweet!

 

Tweeters unite in hashtag chorus

140 characters: “Trends for you”

Blue bird, Larry, is tweeting o’er us,

Hashtag use connects us too.

Post composing, humor we’re sharing

Ideas in the midst of memes,

Protest tweets or GIFs of caring

Hashtags filter social streams.

Thank you for all that and all you have done this past decade.  You have contributed so much more to my life than I can ever thank you for — keep up the great work!

Your friend,

Laura

p.s. Here are a few throwback posts where I give you an honorable mention, as well. A toast to you! #cheers

Learning and Performance, Networked Community, Professional Development, Virtual Communities, Workplace

VOTE for our PanelPicker: #NSFWatSXSW

Employees in today’s workforce have either grown-up balancing their “screen time” or have embraced the power of digital tools to enhance communication, collaboration, and workflow. Social and digital technologies have been at our fingertips for just over a decade in our occupational lives. Exposure to social media or mobile applications does not mean new professionals or veteran employees are digitally savvy at simultaneously negotiating their online and offline self. Our social networks have expanded beyond a collection of family/friends and now branch into industry groups, professional networks, and online communities connected to our career.  The expression “in real life” or “IRL” no longer applies, and what we do inside the screen does impact our working lives. What happens when these digital networks witness behaviors or interactions that are unwanted, inappropriate, hateful, and not suitable for work (NSFW)?

#NSFWatSXSW: Your “Professional” netWORKed Community:

http://panelpicker.sxsw.com/vote/77084 

Our digital communities and online networks are witnessing unwanted behaviors and reactions.

“Online communities form for personal enrichment, professional networking, and social learning. How do they help or hurt individuals, organizations, and industry? What challenges and barriers arise for community organizers? When it comes to the workplace, what happens when our online and offline life converge? Implications for both individuals and employers will be discussed.”

Being exposed to these virtual spaces and places does not mean employees or employers know how to simultaneously negotiate what happens when these online interactions impact the offline work environment and potentially impact their career advancement. The WEF Future of Jobs report (Leopold, Ratcheva, & Zahidi, 2016) listed complex problem-solving, critical thinking, and creativity at the top of the essential skills list for work in 2020; however, digital literacy training and preparation in post-secondary has not fully prepared learners to contribute (Alexander et al., 2017) and meet the technology needs of industry.  As we think about the future of jobs and job training needs (Rainie & Anderson, 2017), it is critical we address these networked behaviors and consider the skills required to cultivate a productive digital ecosystem that is able to go to work with our employees.

In our PanelPicker session, we want to share implications and strategies for supporting professionals in a networked space for the INTERACTIVE: Workplace track. We want to discuss how these networked spaces and, perhaps not NSFW online interactions, impact the future of work, by discussing:

  1. Why do networked communities matter for professional practice and industry?
  2. What are the benefits and challenges in these professional networked communities?
  3. How do we (employer’s, employees, or industry) deal with these digital communities or networked professionals in the workplace?

Please join the online community opportunity to VOTE and COMMENT on our idea, and others! The opportunity to source the most creative, innovative and appropriate for the South by Southwest (SXSW) 2018 event is yours for deciding. The community voting will close on Friday, August 25 (11:59 PM CT). Please take a minute to VOTE for OUR PanelPicker!!

#NSFWatSXSW

Your “Professional” netWORKed Community

 http://panelpicker.sxsw.com/vote/77084 

References:

Alexander, B., Adams Becker, S., Cummins, M., & Hall Giesinger, C. (2017). Digital Literacy in Higher Education, Part II: An NMC Horizon Project Strategic Brief. Volume 3.4, August 2017. Austin, Texas: The New Media Consortium.

Leopold, T. A., Ratcheva, V., & Zahidi, S. (2016, January). The future of jobs: Employment, skills and workforce strategy for the fourth industrial revolution. World Economic Forum.

Rainie, L., & Anderson, J. (2017, May 3). The future of jobs and jobs training. Pew Research Center.

Book Review, mentor, mentoring, Professional Development

#BookReview: Mentoring Programs That Work

One of my research projects I am currently working focuses on professional mentoring, specifically mentoring experiences for professional learning and development offered by professional organizations/associations. Over the past couple of years, I have been fortunate to speak with a number of higher education professionals who have been part of a formal mentoring program, either as a mentor or a learner (a.k. a. mentee, protege, or leader). It has been great to learn about their how mentoring has met their professional development needs, helped to meet career goals, and navigated both personal/professional situations faced in the workplace.  As I finish a few more interviews, I hope to wrap up data collection/analysis to share findings/implications of mentoring experiences later this year — I promise. Part of this research design includes understanding how professional learning organizations/associations structure and administer mentoring programs for its membership. In speaking with mentoring participants and coordinators from a variety of mentoring programs that serve higher education professionals (Thank you: NACADA ELP, ACPAgrow, OACUHO, and NASPA Candid Conversations 365), I hope to offer insights and practical implications based on these mentoring experiences.

In my literature review, I stumbled upon, Mentoring Programs That Work by Jenn Labin, which was recently published by the Association for Talent Development. Based on my own thread of scholarship, I wanted to review and learn what suggestions this author had to provide based on her experiences in mentoring programs in a variety of industries.Although each mentoring program will have its own objectives and unique needs for participants, one constant component across all programs is the need to form connections to support an effective mentoring relationship. Mentoring relationships will be the cornerstone for skill development, personalized learning, and knowledge acquisition within any professional domain. Unlike typical educational training programs or professional development/learning, mentoring programs are more uniquely tailored for talent development needs. That being said, I am not sure we put the time or effort into preparing mentors and learners who enter this type of learning and development program.  I agree with Labin’s sentiments: “Mentoring programs are important.” Mentoring is an individual, learner-driven experience where proteges work with mentors to create a learner-focused solution. Mentors can support learners to acquire a specific knowledge domain, scaffold professional work situations, and develop tacit skills required to advance in their career field. Labin (2017) believes most mentoring programs fail if their goals are not aligned to talent/professional needs, inability to scale and sustain initiatives, and/or as a result of little stakeholders involvement or championship. I am sharing this brief overview of this book, as I think it has practical solutions for managers or program coordinators who want to develop (or improve) a successful mentoring program, while also supporting the mentoring experience and empowering mentors with tools they will need for this type of professional learning.

This book presents practical ideas and examples to outline the AXLES Framework for developing mentoring programs. The AXLES approach is similar to the ADDIE model for designing learning solutions, which will be familiar to my instructional designers or training industry colleagues. Labin introduces the components of AXLES in the introduction chapter of her book (2017, p. xv-xvi):

  • A = Align to Purpose: define the intention/goals of the program; identify critical questions for program success, and establish strategic partners within the organization to support the mentoring program
  • X = Design the Experience: identify the mentoring program structure, schedule, participant matching, and expectations; what are the deliverables, outcomes, and lifecycle of the program you want to design?
  • L = Launch Your Program: this is the implementation of the mentoring program (initially or annually); Will you have an orientation meeting, agenda, or focused platform/communication method to get the program going?
  • E = Evaluate Effectiveness: What will be the types of measures or metrics for the mentoring program?; identify program success from both narratives of participants and potential data collection with milestones and participant input
  • S = Support Participants: design and develop resources, webinars, videos, or other performance support aids to scaffold mentor-learner interactions; these could be a participant playbook, monthly meeting agendas, or even conversation guides/resources for discussions to encourage connections for these mentoring relationships

Mentoring is defined in a number of different ways, and the approach for a mentoring experience will be individual and unique depending on your organization/institutions needs. Chapter 2 helps to identify both the direction and talent development gaps you would like to address within your own mentoring program. This foundational chapter requires readers to identify the purpose, success measures, and the focus of the program by examining both the learners’ (protege) benefits and mentors’ benefits for involvement. A mentoring program could be developed to meet technical needs or to transfer institutional knowledge, or it might be created for talent development/growth of professionals within your organization. Identifying the objectives, purpose statement, and the “role of mentoring” will be a critical phase for those constructing this type of training design.

Chapter 3 offers suggestions for mentoring program designs. For the practical organization of a mentoring program, you are encouraged to outline questions for planning the program structure, identify the program schedule, consider how to conduct participant matching, and describe how learners and mentors will participate in the program. The considerations for “cultural alignment” were addressed early in this chapter, as this type of professional development might be executed differently based on the organizations need and its learning culture. A mentoring program structure type could include traditional or 1:1 mentoring, reverse mentoring, mentor-led (group mentoring), peer-led (mentoring circles), or a hybrid of any of these formats.  Additionally, this section of the books helps readers to consider the schedule length, entry, and programmatic features, such as the matching process for mentoring and potential technology solutions for support. The last stages of design decisions required for planning mentoring programs involve the learner and mentor engagement, specifically participants entry and exit into the program and outlining operating directions, guidelines, and expectations to create successful mentoring experiences.

Chapter 4 and 5 offer insights and practical suggestions for launching and evaluating a mentoring program, respectively. I appreciated the potential suggestions for professional learning opportunities, such as communication preferences, setting goals and development plans, skill-building workshops, and other resources that could be curated for a mentoring program (e.g. icebreakers, readings, teambuilding activities, conversation topics, etc.). For evaluation purposes, Labin (2017) mapped the Kirkpatrick Four Levels of Evaluation for review of a sample mentoring program and offered strategies for how qualitative and quantitative data might offer measurement insights during a program review. Potential metrics for success could be conducted by observation of performance improvement/changes, case-based examination of the mentoring relationship, individual development plans/goals met, reflections or narratives shared in milestone reports, and engagement of mentors and leaders within the organization.

Regardless of the industry or occupation, I think mentoring program administrators/coordinators will find Labin’s book both informative and practical for designing a comprehensive mentoring program that supports productive mentoring experiences. There are a number of suggestions for defining effective mentoring behaviors, onboarding participants, engaging in regular skill building and/or learning activities, and considerations for how to engage participants throughout a mentoring program experience. Administrators of mentoring programs will gain a number of valuable ideas for communication planning, participant recruitment, mentor-learner pair matching, supporting mentors in their role, potential ways to report and offer metrics for program measurement, learning material development/maintenance, dealing with issues, and supporting participants throughout the mentoring program cycle. I appreciate how each chapter offers applied examples of mentoring perspectives from learners or various industry leaders, and the end of each chapter offers key insights, exercises, and questions for individual reflection and potential team discussions. Additionally, there are a number of support resources and example materials in the appendices of this book to help guide mentoring program development.

Reference:

Labin, J. (2017). Mentoring programs that work. Alexandria, VA: Association for Talent Development Press.

*Full disclosure: The book, Mentoring Programs That Work, was sent to me by @ATD Press to read and review. As this is a valuable contribution for mentoring program development to support professional learning and development, I am more than pleased to offer this review on my blog. Thank you!” 

Research, Social Media, SocioTech

How Do Higher Ed Institutions Use Twitter?

In a very limited way. Based on two recent studies examining Canadian and US post-secondary use of Twitter, we found most colleges and universities are using social media platforms as either a communication or marketing tool. Higher ed campuses have the ability to optimize social media technologies in the service of teaching, learning, and research – rather than focussing on institutional branding and marketing.

In looking at 145,822 original tweets and 70,792 retweets of 77 Canadian public universities Twitter profiles, we learned a great deal about colleges/university use. Results from this analysis indicated these institutions mostly use this Twitter to broadcast information and construct overwhelmingly positive representations of campus life. Here is a quick video overview of the paper:

In general, higher ed institutions represent university life as gratifying, enjoyable, and beautiful, by commonly showcasing:

  • Smiling and happy students;
  • Mostly middle-aged white male faculty members;
  • Upgraded and attractive campus buildings;
  • Accolades for graduation ceremonies;
  • Announcements about groundbreaking research; and
  • Highlights of sporting victories.

Unfortunately, Canadian universities are not alone as they present their “best self” on Twitter by:

  • Highlighting positive events and happenings
  • Showcasing a positive university life for the public; and
  • Promoting the institution’s brand

In looking at American college and university primary Twitter accounts (n=2411), Kimmons, Veletsianos, and Woodward (2016) found the Twitter histories [a sample of 5.7 million tweets, representing 62 % of all tweets created by these accounts] offered little innovation and value for the campus communities they are trying to serve. Most tweets posted by an institutional account are monologic, share information instead of eliciting action, offer an insular ecosystem of web resources, and express a neutral or a positive sentiment. This whiteboard animation can provide you a brief overview of this paper:

Based on my previous research on sociotechnical stewardship and social media guidance (Pasquini & Evangelopoulos, 2017), it is not surprising to see an emphasis on branding or focus on a promotional strategy for postsecondary social media use. In examining 250 institutional social media policies/guidelines, 64% (n=161) of these documents originate from an office connected to communications, marketing, and/or public relations at each higher ed institution. The primary direction and emphasis for social media use in higher ed have been co-opted from marketing and business planning to encourage a specific institutional brand, that is, one with a consistent voice and presenting strategically tailored messages that highlight positive campus environments.

From this examination of institutional Twitter accounts in Canada and the US, it is apparent the information and images portrayed in social media streams represent an incomplete student experience and an idealized image of college/university life. This is problematic, as these crafted messages with only positive sentiments could mislead students, staff, and faculty who are active in social media spaces. This use of Twitter presents an inaccurate portrayal of campus life, limit the representation and narrative of the student story, and it does little to model expected behavior or interactions in these online environments for all campus stakeholders. From this research, I would challenge our higher ed institutions to “do better work” if they are engaging on any social media channel for their college/university. These should be more than just communication and marketing spaces in higher ed. Think about the ways you can reach and involve your students, staff, faculty, alumni, and campus partners on these channels. Why are you not researching problems out loud, sharing the struggle of your learning, showcasing your teaching challenges, or offering/asking for advice? Twitter is the new town hall at our institutions and in our society. It is up to our higher ed institutions and its constituents to be present, to be active, and model ways to show value and real experiences on these social media platforms. We can do better than just use social media spaces as a marketing, communication, or promotional tool.

References:

Kimmons, R., Veletsianos, G., & Woodward, S. (2016). Institutional Uses of Twitter in Higher Education. Innovative Higher Education, 42(2), 97-111.

Pasquini, L. A., & Evangelopoulos, N. (2017). Sociotechnical stewardship in higher education: A field study of social media policy documents. Journal of Computing in Higher Education, 29(2), 218-239. doi: 10.1007/s12528-016-9130-0 Published Online November 21, 2016.

Veletsianos, G., Kimmons, R., Shaw, A. G., Pasquini, L. A., & Woodward, S. (2017). Selective openness and promotional broadcasts: Twitter use in Canada’s public universities. Educational Media International, 54(1), 1-19. Retrieved from http://dx.doi.org/10.1080/09523987.2017.1324363

Podcast, Professional Development, Research

The Higher Ed Podcast Project

Podcasts. This mobile, audio medium has been circling the Internet since 2004. Podcasting has evolved so much since its birth. Over the last few years, there’s been a growth of fantastic of podcasts to listen to and enjoy. If you have not heard someone talk about podcasts in the past few years, I would be very surprised. There are LOADS OF PODCASTS!!! Earlier this year, NPR podcasters spread the pod love via the #trypod campaign. The goal was to share what podcasts you listen to via the #trypod  hashtag. For just over a decade, I have enjoyed listening to a variety of podcasts on my commute, while running, on vacation, or just strolling with my pup. These portable stories, events, and news pieces have entertained and educated me on the go — it was like radio on-demand! My pod streams are filled with amazing content to enhance my personal and professional development and offer new insights about the world around me. I have learned so much from listening to podcasts – new ideas, book recommendations, or introductions to new people – there are so many takeaways pouring into my earbuds.  So many podcasts have contributed to my learning, teaching, research and practice in higher education … and I am not surprised to learn others subscribe to podcasts for their professional learning and development as well.

A growing number of higher education students, staff, and faculty are listening AND learning from podcasts. The wealth of information shared on a video/audio podcasts allows listeners to learn about resources, ideas, and information to enhance the work we do at our institutions. These mobile-friendly, portable PD resources are not only consumed, but they are also being created and produced by higher education colleagues and organizations. So what is the state of podcasting in higher ed?

To learn more about this and explore what is happing in post-secondary podcast land, let me introduce you to the Higher Ed Podcast Project.  We want to CURATE and SHARE podcasts impacting professional learning and development for higher ed peers, specifically to answer the following questions:

  • What video/audio podcasts are higher education professionals (graduate students, faculty, and staff) listening to for learning and development?

  • What podcasts are being produced/created for and in higher education (non-lecture/classroom-based)?

  • How has podcast consumption impacted or influenced the work (teaching, research, or service) you do in higher education?

Definition & Focus for Project

We are interested in exploring podcasts in higher education for professional learning and development; however, we want YOU to understand how we are defining a “podcast” as this medium has taken a number of shapes and forms over the years. For our research purposes, we are defining a podcast and our research focus as:

  • the podcast content is created and shared to support professional development, learning, and/or information distribution
  • the podcast has a target audience might include graduate learners (e.g. masters or doctoral researchers), professional school students (e.g. social work, medicine, etc.), staff/administration, and/or faculty in higher education
  • the podcast is in an audio and/or video format that can be subscribed, downloaded, and/or streamed from an electronic device (e.g. computer, laptop, tablet, or mobile)
  • the podcast is a program, show, broadcast, and/or episodes with a specific purpose or topic focussed on the higher education domain
  • the podcast includes original content development intention: it was designed for a podcast, e.g. we are not including a recorded college/university lecture, conference panel/presentation, professional learning webinars, recorded meeting, etc. (unless it was edited to fit into a podcast)
  • the podcast can be active or inactive

What podcasts are YOU listening to, Higher Ed?

To help this higher ed podcast project, we want to openly curate a LIST OF AUDIO and VIDEO PODCASTS dedicated to higher education professionals. This OPEN call for podcasts will help us understand and SHARE the current state of podcasting in higher education. This is where you come in. Please ADD to the higher education podcast list (and other podcasts on the second tab) to let us know what YOU listen to for your professional learning and development: 

http://bit.ly/higheredpodcasts

Want to learn more? Check out our research site: https://higheredpodcasts.wordpress.com/

Collaboration, Learning Community, Virtual Communities, virtual teaming

HOW TO: Virtually Team and Facilitate Meetings

Did you know you can meet and share with your colleagues and peers beyond an event, campus, or meeting? Perhaps you find a shared research project idea or a group of you had an idea sparked while at a conference to continue working on or you have a great colleague from afar you want to work with – then virtual teaming might help you stay connected and allow for collaboration. Through effective management of a remote team and hosting semi-regular virtual meetings, you can to provide updates, share ideas, and seek support for these new projects/initiatives. Regular meetings allow members of your community to connect and communicate beyond emails or the listserv.

Synchronous meetings allow you to deliver information, encourage discussion, and involve your communities or teams in a dynamic way! A remote/online meeting is more dynamic, structured way to connect beyond a  listserv or any social media channel. It is recommended to make these type of group meetings effective by having defined objectives and outcomes, an agenda, and a facilitator. To avoid “The Conference Call in Real Life” situation, here are a few suggestions to plan and organize the facilitation of a remote/online meeting. Or maybe you are Rethinking Office Hours in a distance/online way to meet the needs of your students, staff, and faculty — the possibilities are endless!

To work with your team from afar, you will not only have to consider meeting but also manage your work. Whether you are collaborating on research, developing a presentation, organizing a program or planning a conference — you should consider how you are going to virtually manage your team’s time and tasks. This #acpa16 Genius Lab resource will introduce you to tools and strategies to effectively share information and outline a few project management basics to help you collaborate more effectively.

The “HOW TO” Steps

  1. Planning a viable agenda or series of agendas. Identify your purpose of the meeting, what you will discuss & the agenda structure, e.g. information, open discussion, updates.
  2. Effective use of technology. Try out and experiment with your technological applications and platforms in advance, so you are familiar with how they work & troubleshooting. Be sure to include any instructions to your community members on how they will have to log in or access your meeting space and materials.
  3. Preparing participants and pre-work or pre-meeting information. By sending information in advance helps to prepare your participants for the meeting by letting them read materials, review the agenda, and prepare items to talk about or ask questions on. Emailing a reminder with this information makes for a more functional remote/online meeting.
  4. Keeping participants focused and engaged. During your remote/online meeting, think about adding in a poll or survey question, provide a space for open discussion, consider other ways participants can “talk” at the meeting, e.g. Instant Message, chat functions, within the open, shared Google Doc, etc. Consider assigning roles during the meeting, such as meeting minutes, rotating chair/timekeeper, point-person or project leads, etc.
  5. Building trust and social capital. Establish a rapport with your team or group members at meetings during the in-person meeting (if possible) or through ongoing communication between meetings on the listserv or a social media platform. Get to know your members, and allow them to get to know you! Continue this beyond the face-to-face (F2F) time to build rapport.Remember to include introductions and/or an icebreaker during your meeting. Suggestions included the References (Ericksen, 2012).
  6. Maintaining momentum between meetings. The discussion and development within your community do not have to end at the close of a meeting. Encourage meetings to plan projects (webinar, research, writing, etc.) during the in-between times & leave space on the next agenda to report in & for progress updates.
    • Encourage members to follow up or reach out to you with ideas or suggestions after the meeting as well.
    • If there are multiple projects within your community, you might want to utilize a shared space like Dropbox and/or a wiki to keep all the information and developments in one central location for an easy leadership transition.

*NOTE: Consider the remote/online conferencing tools and meeting resources in advance. How you will facilitate interaction and dialogue before, during, and after your online/remote meeting? How you will engage your participants? When can they comment, give feedback or ask questions? Think about the types of interaction and needs for your meeting when deciding on your Meeting Collaboration Tools. Also, consider options you might have available at your own institution for meeting platforms and applications – ask and learn!

BONUS: Check out the Why We Collaborate NPR TED Radio Hour for MORE ideas about collaborating with your virtual team.

A Few Meeting Collaboration Tools & Resources:

References

Chavanu, B. (2013, July 6). Online meeting guide: Software and strategy. Make Use Of. Retrieved from http://www.makeuseof.com/tag/online-meeting-guide-software-and-strategy/

Craemer, M. (2014, March 2). 7 tips for effective conference calls. Seattle PI. Retrieved from http://blog.seattlepi.com/workplacewrangler/2014/03/02/7-tips-for-effective-conference-calls/

Ericksen, C. (2012, May 2). Eight great ice-breakers for online meetings. Cisco Blog. Retrieved from http://blogs.cisco.com/home/eight-great-icebreakers-for-online-meetings

Fried, J. (2010, October). Why work doesn’t happen at work. TEXxMidwest https://www.ted.com/talks/jason_fried_why_work_doesn_t_happen_at_work

Hogan, J. (2015, March 15). 25 ways educators across the country are using Google Hangouts. The Compelled Educator. Retrieved from http://thecompellededucator.blogspot.com/2015/03/24-ways-educators-across-country-are.html

Schindler, E. (2008, February 15). Running an effective teleconference or virtual meeting. CIO. Retrieved from http://www.cio.com/article/2437139/collaboration/running-an-effective-teleconference-or-virtual-meeting.html

Thomas, F. (2010, December 20). 5 tips for conducting a virtual meeting. Inc. Retrieved from http://www.inc.com/guides/2010/12/5-tips-for-conducting-a-virtual-meeting.html

Wolf, L. (2010, October 13). How to host an effective virtual meeting. California Digital Library INFO News. Retrieved from http://www.cdlib.org/cdlinfo/2010/10/13/how-to-host-an-effective-virtual-meeting/

Young, J. (2009). Six critical success factors for running a successful virtual meeting. Facilitate.com Retrieved from https://www.facilitate.com/support/facilitator-toolkit/docs/Six-Critical-Success-Factors-for-Successful-Virtual-Meetings.pdf