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
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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
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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
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GA1
GA2
GA3 ORG1
ORG2
Ideal
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Typical problems
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CHALLENGES OF VIRTUALWORK
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Challenges of complexity
FROM LOCAL TOVIRTUAL
1. Geographicaldispersion
2. Time zones
3. Diversity4. Mobility
5. Temporariness
6. Electroniccommunication
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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.
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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.
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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.
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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.
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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.
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LEADING AND MANAGINGVIRTUAL TEAMS
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Affect the success
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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.
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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
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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
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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
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2. START-UP
1. 2. 3. 4.
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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.
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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
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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
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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
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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
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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?
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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
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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
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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
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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
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4. CLOSING
1. 2. 3. 4.
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Close-up meeting
Collection and processing the feedback
Gathering the lessons learned into a transferable form (final of KM)
Celebrating the successes Rewards
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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?
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Further information
Vartiainen, M., Kokko, N. & Hakonen, M. (2004) Hallitsehajautettu organisaatio paikan, ajan, moninaisuuden ja
viestinnn haaste. Helsinki: Talentum. (In Finnish)
vital.tkk.fi
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