Virtual teams - vmWork teams.pdf · VIRTUAL TEAMS Meeting the challenges of collaboration across ... Different virtual teams GLOBAL VIRTUAL TEAM NATIONALLY DISPERSED VIRTUAL TEAM

September 20, 2005

VIRTUAL TEAMSMeeting the challenges of collaboration across

space, time and cultures

Marko HakonenResearcher

Helsinki University of TechnologyBIT Research Centre

Email: [email protected]. +358 50 337 4641

Copyright 2005 TKK / BIT

Contents

Lecture 1 Basics and challenges of virtual workExercise 1 Recognition of the challenges of virtual

workLecture 2 Leading and managing virtual teamsExercise 2 Cornerstones of virtual team leadership


Virtual team is

a group of people who work interdependently with a shared purposeacross space, time and otherboundaries communicatingmainly via electronic tools

(adapted from Lipnack & Stamps 2000)Copyright 2005 TKK / BIT

Different virtual teams

GLOBALVIRTUAL TEAM

NATIONALLYDISPERSED

VIRTUAL TEAM

CROSS-ORGANIZATIONAL

VIRTUAL TEAM


GA1

GA2

GA3 ORG1

ORG2

Ideal


Typical problems


CHALLENGES OF VIRTUALWORK


Challenges of complexity

FROM LOCAL TOVIRTUAL

1. Geographicaldispersion

2. Time zones

3. Diversity4. Mobility

5. Temporariness

6. Electroniccommunication


1. Geographical dispersion

Member inequality Building we-spirit (identity) Keeping the goals clear and shared Roles and responsibilities Sharing local knowledge Face-to-face meetings Trust

1.


2. Time zones

Coordination of tasks Cooperation is time consuming One-way communication Utilizing the time zones (24/5) Rarity of spontaneous meetings Flexibility needs in working hours

2.


3. Diversity

Cultural differences can be a richness

Different ways of thinking Different professional backgrounds Different languages Local norms and processes Value diversity High risk of conflicts

due to misunderstandings3.


4. Mobility

Long working hours & jet-lag Pileup of office tasks Flexible workplaces if tools are

adequate Availability problems Work - leisure boundary gets fuzzy

4.Copyright 2005 TKK / BIT

5. Temporariness

Turnover of projects and colleagues Multiple simultaneous team

memberships Different priorities (10% problem) Knowledge transfer between teams

and projects

5.


6. Electronic communication

Information overflow Unanswered and piled e-mails Risk of misunderstandings and conflicts Difficulties in reaching people Communication unclarity and poverty Centered communication How to give e-feedback? Lower quality of work?

6.


LEADING AND MANAGINGVIRTUAL TEAMS


Affect the success


Coaching and e-Learning Environment

Organizing work Recruitment

Building infrastructure

Kick-off Orientation

Communication Cross-cultural

issues Knowledgemanagement Follow-up & measurement

Conflict mgmt Training

Change management

Closing/sum-up

Creatingprerequisites

Start-up Action Change/Closing

1. CREATING PREREQUISITES

1. 2. 3. 4.


Organizational support

Shared processes and control models Access to shared databases and files ICT support and maintenance Adequate tools for communication and

collaboration Training in the tool use Match of the tools with other

systems in use


Core skills of virtual worker

Work related skills Task-bound, substance and

professional skills Branch related skills Process skillsSocial skills Skills in oral and written interaction Creation and utilization of own networks Cooperative skills Empathy


Other essential competences and traits of virtual worker

Management of self and own work Readiness to travel Pro-activity and openness Diligence andtrustworthiness Tolerance of social isolation Tolerance of uncertainty Strong professional self-esteem


2. START-UP

1. 2. 3. 4.


Kick-off meeting Communication and clarification of vision

and goals Agreement about the ground rules Getting acquainted with other team

members Creation of shared understanding and

identity Division of roles and

responsibilities Orientation to processes

and technology Decision of measures Copyright 2005 TKK / BIT

To be agreed together in the kick-off meeting Which tools are used and when f2f meetings are used? How and when the members are available? Maximum delay in responses to messages? Is contacting outside working hours ok? When? Informing about absence and holidays?

Rules of communication

Trust, we-spirit and

productive cooperationCopyright 2005 TKK / BIT

3. ACTION

1. 2. 3. 4.


Skillful leadership

Ensuring the information channels and flows Support of networking

Control over the virtual entity

Proactive coordination

Continuous follow-up, measurement and development of the virtual work

Listening to the team

Motivating, committing and rewarding


Skillful leadership (cont.)

Outcome-oriented style of leadership and management clarity of vision and goals transparency of decision making

Familiarize yourself with all sites, local features and cultures

Propensity to trust is essential Notice that absence of direct control

often creates internalized control double-edged sword


Enhancing the interaction

Ensure that everyone understands and uses a shared terminology/language

Professional and organization-specific jargons

Trust and commitment to shared goals increase openness

Face-to-face meeting (kick-off) facilitates e-communication

Consider the time zones in organizing teleconferences and other e-meetings


Basic rules of e-teamwork

Punctuality prepare and fix agendas and roles (e.g. who takes notes)

Timely update memos, immediate visibility of essential new info

Openness knowledge is shared capital; hiding information creates problems

Right tool to right placee-mail is suitable for check-ups of technical details but conflicts often need a face-to-face meeting


e-Communication

The importance of oral and written articulation

How to handle sensitive issues? Skilled and selective use of e-mail Use of tele- and videoconferences

How to expressmy thoughts?

How to expressmy thoughts?


e-Communication

Acknowledge cultural and personal differences in communication

Avoid sarcasm and cynicism Avoid ambiguity Do not make the recipient to guess

what you meant

Delicacy, considerationand respect

Delicacy, considerationand respect


Job satisfaction is related to

Leadership quality goal clarity trust in team

Strength of we-spirit (identity) Fairness of decision making and treatment Smooth flow of information Meetings Social support Recognitions and encouragement Trust in own professional skills


Stress is related to

Quantitative and qualitative requirements of the job

Lack of shared understanding Information (over)flow Amount of urgent requests Late contacts Autonomy Isolation Traveling


Resources are restored by

Orderliness and openness of cooperation Structured way of working Role clarity Encouraging we-spirit Proactive communication Good tools Social support Work - leisure balance


4. CLOSING

1. 2. 3. 4.


Close-up meeting

Collection and processing the feedback

Gathering the lessons learned into a transferable form (final of KM)

Celebrating the successes Rewards


Utilizing the lessons learned

Circulating the key members of the team personalized knowledge transfer

Knowledge sharing in info sessions and via HR professionals

Publication of lessons in a suitable forum What was done? Which were the successes? Why? Which were the failures? Why? What should be noticed in the future?


Further information

Vartiainen, M., Kokko, N. & Hakonen, M. (2004) Hallitsehajautettu organisaatio paikan, ajan, moninaisuuden ja

viestinnn haaste. Helsinki: Talentum. (In Finnish)

vital.tkk.fi


Documents

Virtual teams - vmWork teams.pdf · VIRTUAL TEAMS Meeting the challenges of collaboration across ... Different virtual teams GLOBAL VIRTUAL TEAM NATIONALLY DISPERSED VIRTUAL TEAM