One of the most significant tools available to us for engaging users on a website, portal, or knowledge community is virtual discussion (also known as synchronous discussion). The virtual debate takes place on the discussion platform that exists on almost every site, where users ask questions and receive answers from a pre-determined team of experts, the body leading the discussion, and sometimes even from other users. So, how is a virtual discussion different from regular use of the discussion platform? In several elements.
First, the uniqueness of the discussion is in the availability of answers given to the inquirer. We aspire that even questions in the daily framework will receive a quick response, but reality often shows this is not the case. The inquirer must wait for a considerable period until receiving the desired answer. In a virtual discussion, however, the discussion leaders commit to providing immediate answers within the discussion time frame and, if not completed, within a known and predetermined period afterward.
Second, virtual discussions allow convenient and quick access to experts or officials who are not usually available to the inquirer. An example of this could be a discussion framework with the company's CEO or with an external expert that the organization has explicitly approached and who is perceived as having desirable knowledge in the eyes of the target audience.
Third, the virtual discussion is accompanied by a ceremony and breaking of routine, and the activity around it includes a well-oiled marketing system. It's interesting to note in this context that measurements made in the period following such a discussion in organizations where we implemented the technique show that the percentage of site usage increases and shows a trend of stability (meaning it's not a one-time increase followed by a rapid decline).
How do we create a virtual discussion that will connect users to the site and create fertile ground for continued use of the discussion component?
First, we'll define the topic of the discussion. It's essential to recognize that a virtual conversation by nature is "open." Those addressing it can ask whatever comes to mind. While in routine, we can identify "problematic" questions and neutralize them when we're in a virtual discussion where publicity is very high, but we'll find it challenging. Therefore, it's all the more important to define the boundaries. Will every question be welcomed? Are there taboo topics? Of course, one should be careful not to set too narrow limits, as naturally, controversial issues arouse the desire for exposure, and if the discussion doesn't allow for this, we might end up losing more than we gain.
In this context, it's worth thinking not only about topics that management wants to promote to employees but also about topics on the agenda and issues that will interest the target audience. One option is to conduct a preliminary survey using the site’s survey component, thereby actively involving the target audience in the choice. This will allow us to more easily cater to their tastes.
Along with defining the topic, it's necessary to determine the target audience for the discussion. All employees? A specific professional group? It's also important to know the number of users. A virtual debate creates a load on the infrastructure as many users enter a particular component simultaneously, so a technological impact assessment should be performed with IT people. Our recommendation for an organization that has never conducted a virtual discussion is to start small. Discussing a defined topic with a limited group of people will allow us to experience the process and draw conclusions for the future.
After defining the target audience and discussion topic, it's worth taking a moment to consider who will answer the employees' questions. As mentioned earlier, respondents can be internal organizational factors unique to them (such as senior levels and recognized experts) or external factors (such as consultants in various fields, etc.).
If it's an internal factor, especially an external guest, thorough preparation activities should be carried out before the discussion. First, coordinate availability for the required date and time. Naturally, the schedules of senior people are very fluid and prone to changes, so it's essential to ensure that the guest understands the implications of the discussion and their commitment to it. Additionally, check with the guest if there are any materials they want available, if there are additional people they would like to have around during the discussion to help answer questions, if there are topics they would prefer to avoid, etc. Ensure that the guest has access to the system, and if not, arrange the appropriate permissions.
Another issue to consider is the response given to answers. Guide the guest regarding acceptable phrasing rules in the organization, how to answer a question outside their expertise, respond to a provocative question, etc. After setting the date, time, topic, and invitees, we must communicate the discussion to the target audience. In addition to the calendar invitation, it's recommended to add accompanying text explaining the nature of the discussion and technical instructions on how it will be conducted in the computerized system. Remind and build anticipation for the event, creating a build-up of expectation. You can publicize the discussion in a prominent place on the homepage, with a link to the discussion area itself.
Remember that the platform is not always familiar to the target audience, and there have been cases where invitees showed up in the inviter's room because they thought it was a face-to-face discussion. Additionally, depending on the number of participants, it's recommended to appoint representatives in the field who will remind users of the discussion's existence, encourage them to ask questions, and even collect and input questions for those who find it challenging to do so. These representatives also serve as collaborators of the discussion editors and take responsibility for planting questions in the early stages of the discussion to encourage other participants.
In several cases, we've also witnessed a phenomenon where participants held a "happening" in their unit, organized a room and sat together to input questions and watch the answers. One frequently asked question is when to open the discussion platform - in advance so that everyone can see the questions asked, and the respondent can prepare, or when the discussion begins to maintain a sense of spontaneity and timeliness. There's no definitive answer; each method has its advantages and disadvantages. An exception is a case where we anticipate that a significant portion of our target audience won't be available during the discussion (shift workers, for example). In these cases, we recommend opening the discussion in advance to allow everyone to ask, with the ability to review the answers given later.
Opening the discussion area for questions in advance also creates commitment among those intending to ask but whose enthusiasm might wane later. Raising a question increases commitment and the likelihood that they will be present online at the time of the meeting. If possible, gather the answering team in one room with a split screen so that everyone can see what others are answering and ensure consistency in providing answers. Be sure to reserve time before the discussion for technical preparations, such as connecting the expert team and ensuring everyone knows how to work with the system. Afterward, we continued answering questions we didn't have time to answer during the discussion.
After the discussion, it's recommended to leave the communication (a corner on the homepage or an additional email) inviting those who weren't present to review the questions and answers raised. Often, we see that the peak viewing is after the discussion, when people who weren't involved hear from others how successful the debate was, and they enter to see "what they missed." Many community members even enter more than once to review the discussion and return to questions they remember being raised there. There may be a relevant answer to a question even later.
Another activity worth doing after the discussion is analyzing participation patterns. Were there more prominent groups? Were there organizational units that participated less? In this case, it's recommended to check with representatives from the unit to determine the main reason for the lack of participation. Content analysis is also recommended - were there specific topics that mainly concerned our participants and should be addressed in additional ways? Were there recurring questions that should be "formalized" into a collection of FAQs to be permanently incorporated into the site, etc? Finally, to ensure it's not a one-time effect, we recommend periodically creating a tradition of virtual discussions in the organization (not too frequently, as the uniqueness of the debate will erode over time).
In conclusion:
A virtual discussion is not spontaneous. It needs to be planned, prepared for, communicated and finally understood and enjoyed for its fruits.
Wishing you a fruitful and enjoyable discussion!
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