Team+C

=** Organizational Development Report #1**=

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Tools for a Successful Global Team In the Virtual World

By Sandy Gonzales Valerie Iravani Beverly Jones Christina Kerby Rosemary Libaridian Kelly Richter

For ODV 601 Integrating Performance Management, Technology, and Organizational Communication National University, San Diego, CA August 15, 2009

Executive Summary

In our networked economy, work groups spread across the globe, as well as Virtual Work Teams working across all time zones and in all countries, are becoming more common. The requirement for employees with the skills to effectively work in this environment is growing, and employees with the proven necessary skills are at a premium. To attract and keep employees who can perform successfully in the virtual environment, we have put together an easy to use handbook for managing virtual teams.

This handbook covers the most vital points of managing virtual teams, stressing the importance of continuous communication platforms and building trust as a retention strategy. If you follow these general practices when managing a global or virtual team, you have an increased chance of attracting and retaining the best employees for the job – saving time and money in the process. 

// Table of Contents //

 * I. ****Skills needed to manage a successful virtual team**
 * a. ****Leadership and communication skills for the virtual team manager (//By Beverly Jones//) 1**
 * b. ****Measuring and rewarding a virtual team //(By Valerie Iravani)// ............................ 4**


 * II. ****Technology tools for a global team**
 * a. ****Computer hardware and software needed for success //(By Kelly Richter)// .......... 6**
 * b. ****Connecting effectively around the world and around the clock //(By Christina Kerby)// 8**


 * III. ****Effective communication techniques for the virtual team**
 * a. ****Dialogue – communication techniques for a diverse workforce //(By Rosemary Libaridian)// 10**
 * b. **Using “Geek Speak” across the globe //(By SandyGonzales)// ............................. 13

 Glossary : **take this out** __References **take this out**__

 //Virtual Teams are composed of employees with unique skills, located at a distance from each other, who must collaborate to accomplish important organizational tasks (**SHOULD BE IN BLUE**//**).**// (AME, 2002)// Leadership and Communication Skills for the Virtual Team Manager //By Bev Jones// **(DON'T THINK WE NEED SINCE IT IS IN THE TOC)**  Virtual teams are becoming more of the norm in the workplace and in educational settings. Managers of small and large organizations have known the importance of facilitation for successful team process, but few people have really struggled with the issues of trying to manage teams that are connected by distance in space and time. A virtual team can bring together a group of people who can work independently on a shared purpose using technology. Relationships between people inside the **(CHANGE "THE" "TO "THESE")**  organization, and those who used to be considered on the outside (such as customers, suppliers, managers of other organizations) have become increasingly more important. With the organization believing in the importance of collaborative work, managers must have the knowledge and skills to manage effectively and meet the new challenges.

 The primary building blocks of a successful virtual team include the ability to: · Collaborate. Team members share information, knowledge, ideas, views (including those of dissent), and experiences in order for the team to progress and pull together as a unit. · Trust each other. Each member needs to know that the others will honor their commitments and act in the best interest of the team. · Communicate. Each member agrees to respect the team’s priorities and communicates their work progress regularly. · Build and maintain relationships. In the absence of actual face-to-face meetings, each team member does his or her part to develop strong, trusting relationships with other team members by engaging in excellent communication practices. · Agree on work rules and processes. All team members work together to establish and observe basic guidelines, written down or not, that govern how they operate as a team. Disagreements and differences of opinion are honored, given a fair hearing, and resolved by a defined process. Successful managers of virtual teams need these skills to successfully assist the team’s effectiveness in these areas: · Communicate clearly, explicitly and consistently. First and foremost a virtual team manager must understand the crucial nature that clear and explicit goals and processES play in the success of the dispersed team. Further, this manager must provide frequent opportunities for face-to-face, telephone and video conferencing communication with every team member to build confidence, trust and accountability. · Sensitive to team member situational and cultural differences. A global virtual team faces time zone differences, cultural and religious differences, varying work habits, and language difference to which a manager must be continually aware on consider when (CHANGE TO" **CONTINUALLY AWARE OF WHILE**") assisting the team to communicate and collaborate. · Tolerance and flexibility for process creation and maintenance. Explicit processes for communication, accountability and production must be put in place by the manager, with the help of the team members – and changed as needed – if the team is to be held accountable and build trust. · Set, audit and manage to results and explicit expectations. It is easy for a manager in the office located with her team to make observational assumptions, and to obtain information about team members from third parties “around the water cooler”. This is not possible in the remote situation, and a manager needs to be able to set explicit goals and expectations to which each virtual team member will be held accountable. · Model, support and monitor team consensus. The manager must role (TAKE OUT "**ROLE**") model and support effective communications, collaboration and measurement among the team members, assess ES the trust levels, and arbitrate S conflict as needed. Further, the virtual team manager must be able to demonstrate and teach effective process conflict resolution to prevent distrust among team members.  Whatever the span of time and space between virtual teammates, it is important to coordinate activities to build identity and cohesion among your entire team. Introducing yourselves to one another via videoconference or in-person can help underscore a common sense of mission, building trust, and encourage information to be shared. Even though your team is not as close as you would like them to be, creating a more personal interaction can give your team a sense of connection. It is obviously much easier to build trust and relations when you see someone and communicate with them spontaneously. It is also easy to take one another for granted when you are aware they are close by. The key is to a successful relationship is productive, honest information exchanges. When time zones don’t allow for spontaneous interaction, as a leader it is your job to be mindful of the need to schedule regular communication. Interactions could be done through teleconferences, posting updates on a web site and or other technological means. The key is that everyone on the team is updated with consistent, reliable information that allows the team to receive and respond to each other in a timely manner.

One of the most common challenges an organization faces in establishing, maintaining, and supporting virtual teams, is finding a balance of skills. Both leaders and members of virtual teams face particular difficulties in selecting team members who have the balance of technical and interpersonal skills and abilities required to work virtually. Managers also have a challenge in evaluating the performance of individuals and teams working in virtual space. For any virtual team to be successful it is important to build a solid foundation and, as the manager, you will need to create a mission, goals and ground rules, so that the virtual team can build relationship, trust , and rewarding experiences. Building trust is vital to the success and productivity of your team. To be able to achieve such success, it is important that team members REACH a level of comfort with the abilities, competencies, and intentions of their teammates. This can be accomplished through social interaction such as an initial meeting face-to-face prior to the project starting. Cummings & Bromiley (1996) maintain that a person trusts a group when that person believes that the group "makes a good-faith effort to behave in accordance with any commitments both explicit or implicit, (b) is honest in whatever negotiations preceded such commitments, and (c) does not take excessive advantage of another even when the opportunity is available".

Cross-cultural difference can be a challenge in virtual teams. It is increasing LY important to remember and manage the cultural differences between you and your virtual team members. Individuals from different cultural backgrounds have different beliefs, values, and perceptions. As a manage R you will need to know DIFFERENT communication styles, attitude towards conflicts, approache S to completing tasks, decision making styles and approaches to knowing. “  In view of globalization where in the physical boundaries no longer exist, virtual teams and globally dispersed teams are here to stay. The Project Managers and Project Coordinators have to adapt themselves to this changing scenario and manage the virtual teams by overcoming cultural differences.” (Gupta, 2009).  Managers not only need to understand **TAKE OUT "THE"** **cross-cultural differenceS**, but also the ways in which individuals communicate. It is important that the manager distinguish between effective and ineffective uses of e-mail, voice mail, chat rooms and discussion boards in managing and leading virtual teams. They need to select the correct treatment for communication problems faced by virtual teams. The manager should also identify several methods of following up after treating communication problems. It's important to remember that conversation among team members is the most critical thing you need to support. Facilitators can contribute a lot by modeling ways of using different media conversationally. <span style="font-family: KIEEIM+TimesNewRoman; color: black; mso-bidi-font-family: KIEEIM+TimesNewRoman;"> <span style="font-family: Times New Roman; color: black; mso-bidi-font-family: KIEEIM+TimesNewRoman; msobidifontfamily: KIEEIM+TimesNewRoman;"> <span style="font-family: KIEEIM+TimesNewRoman; color: black; mso-bidi-font-family: KIEEIM+TimesNewRoman; msotabcount: 1; msobidifontfamily: KIEEIM+TimesNewRoman;"> <span style="color: black; mso-bidi-font-family: KIEEIM+TimesNewRoman;">An effective virtual team has the same qualities as an effective team working in close proximity. Using these points will assist you in your success. <span style="font-family: KIEEIM+TimesNewRoman; color: black; mso-bidi-font-family: KIEEIM+TimesNewRoman;"> <span style="font-family: 'Times New Roman'; font-size: 12pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> = Measuring and Rewarding Virtual Teams = = =

According to our sources, the top four success indicators for virtual teams include: Creating clear and explicit goals, using communication tools effectively, developing strong team member relations based on trust and respect, and implementing positive team processes. (Emory, 2007)

Measurements

While a manager leads the process and provides the framework, the team itself must develop clear and explicit goals to accomplish and explicit processes for communication. The process of developing these goals creates common understanding and trust.

In order to measure the success of the goals, a tool must be chosen to log the step- by-step tasks required by each member to achieve the goals. By assigning estimated due dates and the person accountable, measurement is achieved – did we complete the step by the specified date or not. Further, the same tool can be used to log questions that need to be answered to further the steps. Did the assigned person provide the answer needed by the assigned date? Even Microsoft Project and Excel are alternative examples of objective data solutions for holding virtual team members accountable as individuals.

“In virtual teams, trust grows through team member reliability, consistency and responsiveness when dealing with teammates and customers. This is known as ability-based or task-based trust.” (AME, 2002). <span style="background-color: #ffff00; font-family: Times New Roman; mso-spacerun: yes; msospacerun: yesmsoSpacerun;"> In this case, the manager of a virtual team will want to monitor response times to queries through email, phone, and software programs that <span style="background-color: #ffffff; font-family: 'Times New Roman', Times, serif;">track queries from internal/external customers such as “Remedy” or a central email box.

While email tends to be a central tool used in all virtual teams, various other types of documentation must be used as well – Visio for graphic plans, Word for instructions, Excel or Access for cost analysis and customer data management, etc. A manager may request individual monthly updates in any one of the programs, including posting them at a central repository online, to check the ability of each individual to use the required software.

One of the most common roadblocks to successful virtual team operations is a multitude of hardware and software technology solutions that the team must use. Being remote, there is less timely support for these applications when problems arise. (DeCastro, n.d.) <span style="background-color: #ffff00; font-family: 'Times New Roman', Times, serif;">. <span style="background-color: #ffffff; font-family: 'Times New Roman', Times, serif;"> While many individuals on virtual teams are placed in that position because their jobs are <span style="background-color: #ffff00; font-family: 'Times New Roman', Times, serif;">BASED ON <span style="background-color: #ffffff; font-family: 'Times New Roman', Times, serif;">technology, no one knows every piece of the puzzle that can be used on a project. How do you get everyone using the same programs so they can share documents <span style="background-color: #ffff00; font-family: 'Times New Roman', Times, serif;">IN <span style="background-color: #ffffff; font-family: 'Times New Roman', Times, serif;">real time? Training for all required tools should be made available on-line to be used by any of the remote locations as needed. The manager can monitor who uses the training applications to determine how useful a tool the training is for the team.

For the group as a whole, it is much easier to measure success. The same measurements including return on investment, timeliness, and the number of solutions implemented from the team are used for virtual and on-site teams.

= Rewards = The most important point in rewarding members of the virtual team is aligning the rewards with specific and explicit accomplishments. PUT OUTSIDE OF REFERENCE (Jorgenson & Fleisher, 2009) Those items that you measure can be rewarded. This promotes self-monitoring and objectivity, as well as mitigates some of the emotionality that may be experienced by some team members.

Rewards should be a combination of monetary and non-monetary rewards, beginning with base pay and performance bonuses. Once the monetary basics are met for each team member, find out what else they feel motivates them.

From movie tickets, to days off, to public recognition, there are numerous methods of non-monetary rewards. If a face-to-face kick-off meeting is held for your virtual team members, be sure to have them fill out a survey including not only personal and relevant career information, but also personal likes and dislikes in communication and rewards. Then use this information to formulate a strategy for rewarding specific behaviors and accomplishments that benefit the team WHICH LEADS toward success.

In designing your compensation strategies, whether for virtual or on-site teams, the main consideration must BE the overall goals of the organization as a whole. What is the focus – to attract and retain employees, to hold costs down, or to reinforce cultural norms and behaviors? One or all of these types of strategies may be accomplished through an effective compensation plan.

The main difference for designing compensation for virtual teams is the focus on overall production – is the team producing the expected result and achieving the specified goals? In order to reinforce trust and consensus, special consideration must also be given to effort as well as result. No T all project s DELETE THE "S" parts are immediately successful and may require several tries before success is achieved. Rewarding new ideas and persistence will also support virtual team communication strategies. “Soft indicators” such as great customer service, teamwork and innovation can be rewarded with individual recognition, letters from the CEO, dinners, sporting events (very popular), etc. .. to encourage successful behaviors within the virtual team. PERIOD GOES AFTER THE REFERENCE (Jorgensen & Fleisher, 2009)

Whatever compensation and rewards are offered to members of your virtual team, the primary goal should be to reward behavior that supports the team’s need to build trust, collaborate effectively, and produce results.

<span style="font-family: 'Times New Roman'; font-size: 12pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> Computer Hardware and Software Needed for Success //<span style="background-color: #ffff00; font-family: 'Times New Roman', Times, serif;">By Christina Kerby DELETE // Technology is what makes the world go round. This statement rings true for everyone. Whether they are part of an organization or just an individual surfing the net, technology is becoming a major part of life. Virtual teaming isn’t something anyone planned. It happened because the technology was there and available. When working in any organization, teams are put together to accomplish goals for the organization. Those teams are often spread all over the world, which makes working on projects a difficult task when there is no actual face to face meeting going on. This is where various software programs come into play. This gives everyone the ability to come together and work on a project in a timely manner. There are various software programs out there and not everyone can get the same use out of them. There are a number of programs available to help virtual teams come together. With each member of the team using software, there are numerous hardware considerations. While each member may not have the exact same hardware, generally speaking, many programs operate similarly. Technology makes virtual teaming possible, but is not a perfect substitute for human interaction. Teams must be careful to use the appropriate technology for various tasks. This includes both software and hardware. There are a wide variety of programs that can offer a variety of options depending on the service. There are always going to be typical features offered with all groupware. They are email, calendar/scheduling, reference sections and discussion areas. “In addition to these common tools, groupware, workflow and document management technologies are also required to help virtual teams manage their electronic data.” (SHOULD BE AUTHORS LAST NAME Rewiring .. p 87) Groupware was designed for teams that are spread out. While most of us use some form of groupware, we might not even realize it. How are they all streamed together in the end? Groupware software can be divided into two categories: //server// and //client.// Depending on the size of an organization and the number of users, the software is installed on one or more computers (called "servers") in a network. Server software can also be installed on computers located in other locations, from a nearby city to another state or country. The server houses the actual applications and the associated information entered into them by the various users. (Groupware IF AUTHOR IS KNOWN SHOULD BE STATED OTHERWISE A YEAR NEEDS TO BE ADDED ) Conferencing with those outside of the building can be done with any of the following: audio, video or teleconferencing programs. <span style="color: windowtext; mso-bidi-font-family: 'Times New Roman'; mso-bidi-font-size: 12.0pt; mso-bidi-font-style: italic; mso-ascii-font-family: 'Times New Roman'; mso-hansi-font-family: 'Times New Roman'; mso-ansi-font-size: 12.0pt;">Teleconferencing can also be referred to as conference calling  <span style="color: windowtext; mso-bidi-font-family: 'Times New Roman'; mso-bidi-font-size: 12.0pt; mso-bidi-font-style: italic; mso-ascii-font-family: 'Times New Roman'; mso-hansi-font-family: 'Times New Roman'; mso-ansi-font-size: 12.0pt;">, and is ready within just a few minutes. The benefits of teleconferencing and videoconferencing are clear: reduced operating costs, faster and more informed decision making, individuals and teams spending less time in transit and more time focused on their core competencies. While videoconference programs are available they can become very costly to provide all the equipment. There are a number of items available for download that can provide the necessary means to communicate with those across the ocean waters or across the street. One that has become more and more popular is Skype. “One solution that does it all. Call, instant message, video call and conference with one piece of software and save yourself the cost and hassle of setting up lots of different solutions.” (Skype Business) Skype makes audio conferencing easy, so that up to 10 people can start in a chat, move to an audio conference, and exchange files during the same session. Some many worry about the security features of using Skype. However, Skype is encrypted. When Skype users connect, it’s over an encrypted session, whether text messages, audio, video, or file transfers. **I DON'T THINK WE NEED THS HERE SINCE WE TALK ABOUT IT IN THE NEXT SECTION** Elluminate is another software program out there that provides video and audio solutions for real-time online learning and collaboration delivering exceptional outcomes. This is often used in college online classes giving the instructors the ability to communicate with their students in a real time fashion. With this software there is a variety of choices out there to determine which one is the best fit for you organization. It works with whatever computer programs you have whether it is a windows pc or MAC you will always get the same level of service for everything. “In support of the [|Americans with Disabilities Act (ADA)], Elluminate //Live!// provides a variety of features that promote accessibility, including keyboard access to menus and dialogs, closed captioning, enlarged video, user-defined color, screen reader compatibility, and more.” (Elluminate) Having this service brings a whole new light to the organization and the products they choose to have for their employees. With all the software that is required for running a virtual team, there also comes the hardware that must be purchased as well. What does this mean for the virtual teams? There are always going to be system upgrades for which there is a cost associated. While a system upgrade of itself may be a good thing, for teams using resource intensive software for collaboration this could mean the need to invest in new and better hardware to keep up with the new operating systems. Also with this comes the cost of upgrading any software that is currently being used. We have learned that NOT having appropriate hardware to run programs is a major obstacle for those who use them regularly to collaborate. When virtual teams are looking to upgrade to the new operating systems, they have to also budget for some hardware upgrades to keep things running smoothly.

Hardware on the personal computer also plays a role in developing and maintaining communication. General hardware requirements include telephones, PCs, modems or equivalent, and communication links such as the telephone system and local area networks. Some hardware components (example: clients, servers, routers, firewalls) enable the software components to execute. Without these products the possibility of using the various software programs out there will not exist.

If going the route of servers and such is not your thing then Office Groove 2007 might be what you are looking for. It is a collaboration software program that helps teams work together wherever they might be. It has the awareness to see who is working on what and when they are doing so. It is a real time shot of what is going on with the project at hand. It is current in 28 languages so no matter where everyone is located they can complete the task at hand in their native language.

Software like these is fast developing, so organizations should look often for software programs that suit the size and functionality of their teams. That is the ultimate determination of what is going to be best for the organization. What is right for one is not necessarily right for every organization. That’s the beauty of it all though. You can find something suited to your needs no matter what you’re doing. <span style="font-family: 'Times New Roman'; font-size: 12pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> Communication Around the World and Around the Clock //<span style="background-color: #ffff00; font-family: 'Times New Roman', Times, serif;">By Kelly Richter TAKE OUT // As the business world continues to expand by merging multiple companies around the world, professionals are looking for ways to stay connected. Through the advancements of technology, corporations are utilizing new computer software and other forms of downloadable devices that can help employees access updates via internet forums 24 hours a day. This is extremely beneficial to worldwide companies that operate across different time zones. Some new developments that companies are considering as part of their universal technological expansions are popular programs such as teleconferencing, MegaMeeting, Twitter, and Wiki, which are helping these corporations to rise above their competition. We will discuss the highlights of each of these services and how companies can introduce these techniques to their employees to enhance productivity and utilize the maximum work performance. Teleconferencing is allowing companies around the world to put more money back into the company as opposed to spending it on traveling expenses. According to Virginia Governor, Tim Kaine, an important way of lessening environmental impact, such as reducing travel time associated with in-person meetings, is by teleconferencing. Not only does it save on traveling time, but it also keeps employees more productive. For example, if an employee goes away on a business trip, they may spend two days traveling to and from, and only one day attending the actual meeting. As a result, the company is essentially paying an employee for three days of work, where in essence they only worked for one day. Teleconferencing enables employees to work consecutively for three days, without the hassles and expenses of traveling. Tandberg, the leading global video conferencing and tele-presence provider, found that by replacing unnecessary business travel in-person with video calls has saved the company over $45 million, and about 38,250 productivity hours in the last year. (Reuters, 2009) Although this program offers many advantages to companies and their employees, a slight drawback may result in the different time zones that nationwide employees may reside in. In an effort to include those business professionals in all meetings and web conferences, perhaps companies can subscribe to a program similar to Classlive Pro, which allows for audio recordings to be played at a later date and time, for those who were unable to attend the live meeting. This feature would also allow attendees present to access the meeting audio again, in case they need to retrieve information or notify co-workers with anything they missed. Teleconferencing combines the convenience of face-to-face contact with an increase in work productivity and more workable hours.

The use of teleconferencing allows individuals the ability to work from the road or at home, so they can meet face-to-face with colleagues, customers, and partners. (Reuters, 2009) This software allows corporations to access and utilize applications via Internet, without leaving the home-base location. Examples of such programs include, but are not limited to, Powerpoint, videos, live-meeting notes and visual diagrams, while allowing access to all members simultaneously. Similarly to the Tandberg program, other corporations, such as those is sales, have accessed MegaMeeting, a web conferencing and online meeting resource that allows their employees to demonstrate their products all around the world, without the complexities of traveling. These technological advancements are also being used in the medical profession, where Doctor’s across the nation can learn through live video observation, how to perform medical procedures from specialists around the world concurrently. MegaMeeting’s Sales Manager, T. Gumber, reports that medical professionals are requesting this online service to successfully train medical students and maintain professional development. Although these face-to-face meetings provide employees and working professionals a sense of teamwork, it is not always practical to have frequent video/internet meetings.

In an effort to minimize the time-consuming video chatting, companies are relying on alternative forms of Internet resources to connect with their employees, whether in the same building or worldwide. For instance, corporations can access Really Simple Syndication (RSS), which is an incremental or live web that allows someone to link not just to a page, but to subscribe to it, with notification every time that page changes. (O’Reilly, 2005) Another, more recent form of this multiple-person communication is a program known as Twitter. This service provides a consistent and live feed for its subscribers to post comments to a forum. Members can access postings from co-workers while maintaining communication and work-related updates anytime, at their convenience. This feature allows employees to retrieve access to the postings, while away from work, and stay connected with their individual work responsibilities.

For companies that depend on more employee collaboration to complete assigned tasks, read contracts or create important documents, valuable Internet resources, such as Wiki, are allowing employees the capability of doing so without the chaos of traveling and commuting. Wiki allows employers to subscribe to a collaborative editing server, not just a standalone document, which allows other members, or co-workers, access to written documents (O’Reilly, 2005). This feature allows other members the ability to not only access these materials, but they also have the capability to edit documents as well. This would also help from overloading one’s email, as it will eliminate the back and forth emails and attachments. It will also allow more people access to these papers, which will enable all employees to be current on the changes and updates within the company. Another benefit of the Wiki, is the fact that the server is accessible 24 hours a day, 7 days per week, allowing users to access these documents at their convenience, regardless of the time zone in which they reside.

The conveniences of these technologies are proven effective in that noticeable work productivity is observed in work performance and final results. The Gartner Group estimated that “More than 80% of all enterprises will have at least 50% of their knowledge workers engaged in some form of telecommuting or other nomadic work by 2000”. (Anderson & Smith, 1998 as cited in Herman, 2002, p. 44-45) As companies grow and utilize these new and upcoming forms of technology, organizations will continue to find the convenience of these services positively affect the overall work performance and engagement of their employees who most likely appreciate the decrease in traveling and commuting time. This, plus the availability of new communication tools, has resulted in a transformation of communication within the organization and between organizations and their strategic partners. (Herman, 2002, p. 44-45)

Allowing and accessing these hi-tech advances within a company or organization will give employers given a competitive edge in an aggressive economy. As technology continues to manifest, in an economic hardship, it will be exciting to see the many uses, improvements, and financial savings overall that will result in the workplace, as well as work performance of the employees. <span style="font-family: 'Times New Roman'; font-size: 12pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> Dialogue – Communication Techniques for a Diverse Workforce //<span style="background-color: #ffff00; font-family: 'Times New Roman', Times, serif;">By Rosemary Libaridian // // Traditional to Virtual // “One of the main reasons for the failure of a virtual team is a lack of communication.” (bnet.com) Virtual teams’ existence is based on the diverse technologies available for continuous and seamless communication. A traditional on - site team meets, shares ideas, shares documents, contributes to discussions, works together towards the same goal and builds and maintains [|camaraderie]. These behaviors are also required of virtual teams but, since the benefits of being face to face are absent, it is crucial to utilize and maintain all possible outlets and tools of communication. Today there are technologies that enable virtual teams in accomplishing success with 24 hours a day and seven days a week communication. Technology can be used to store knowledge, share knowledge and basically build the social relationships of a team. With location and time zone differences to consider, there is an even greater need for using multiple technologies to communicate. With all possible tools utilized for optimum performance, a group leader or manager can create communication schedules, guidelines and deadlines.

// Virtual Knowledge // Virtual teams like all work teams need knowledge. They need to store it and share it. “For a virtual team, easy access to the knowledge repository is the key factor for the success. This can be implemented with a shared Local Area Network (LAN) folder or a web hosted forum or a web hosted application.” // (Kurhekar, M.) Worldwide teams relay on Wide Area Networks (WAN). LAN’s are usually confined to a single building or area but with a phone line connection, LANs can connect to each other and become WAN. Web hosted forums and web hosted applications are great for virtual teams. By not needing a server they are cost effective for the organization, not to mention, easy and quick to create and get started. Individual Service Providers (ISPs) offer server space for virtual teams’ websites. // // Sharing the collected knowledge effectively is crucial for the success of the team and the organization. Keeping in mind the place and time issues, there are many ways for sharing information with online tools. ( // Figure 1 illustrates various communication methods that can be used towards effective knowledge sharing based on the classification of the virtual team.// ) //“Technology-based knowledge sharing and e-learning modules help the team members share knowledge without any face-to-face communication. // (Kurhekar, M.) E-learning is //A// term used to describe learning done on a computer. A team member can connect to a network at any time or place and begin to expand knowledge and skill much like being in a class room. There are also webinars, “ // short for //Web-based seminar//, a presentation, lecture, workshop or seminar that is transmitted over the [|Web]” ,// (webopidea.com) that are basically now interactive. // // A team member can join in discussion and activities that expand their knowledge. Wikis, //// Wiki wiki // means “quick” in Hawaiian (webopedia.com), is another form of // online technology that virtual teams can use to exchange ideas and share information. When logged on to a Wiki page, a team member can edit the content imputed on by a previous author. This way a team work effort goes in the project at hand. Previously and still used, e-mails were the preferred form of document and message sharing. E-mails allow the sender to send almost any type of format from documents to pictures. It has been and continues to be very effective. //

Figure 1

“Seminars arranged on video conferencing mode, to simulate co-presence, also help the team members meet and interact with each other more effectively GOES ON OUTSIDE OF BRACKET.” // (Kurhekar, M.) This works great for team members that are scattered around the world. They can see each other even with the different time zones. On the other hand, video //** virtual conferencing is also used by regions that can log on at the same time. “This technology enables members of the team to sit at their respective computers and watch the meeting host illustrate his or her message on the screen. Some web conferencing blends an internet connection for on-screen visuals with audio via telephone.” (bnet.com) ** // Most people need social interaction to learn, grow and build trust in each other. Video conferencing whether recorded or live proves successful in both sharing of information and creating a team meeting environment that encourages team socialization. // “A virtual whiteboard is an electronic equivalent of chalk and blackboard, but between remote users. Whiteboard systems allow network participants to simultaneously view one or more users drawing on an on-screen blackboard or running an application.” (thefreedictionary.com) Almost all workers around the world are accustomed to this form of visual information sharing in the traditional team meeting environment. Technology has made it possible to share this type of educational aide with virtual team members. Virtual whiteboards are also used during teleconferencing. Teleconferencing can be done through a network or a telephone connection. It allows virtual team members to verbally communicate with each other. Lastly, blogging forums (personal webpage that members write their thoughts, ideas, questions, etc.) such as Facebook are also a good place to encourage sharing of information in an informal, social environment. Many companies have Facebook pages and members can blog casual comments, share pictures, website and video.

// Others // There are several technologies that deliver instant information as well. Faxes are still used as a way of delivering documents. Digital signals transmitted over a telephone line, might seem old fashioned but these days small portable fax machine that work with cell phones are being utilized. Cell phones have come a long way as well. They are no longer just phones. Today’s cell phones such as the Blackberry can email, search the web, upload and download information. The telephone is one of our first communication technologies and most people either have a land line or a cell phone. Not to mention that team social connections are also formed with these devices.

// Virtually a Team Effort // All of these great technologies cannot be the path to virtual team communication by themselves. A combination of these tools should be utilized by the team. Scheduling meetings, information sharing sessions, blogging, phone calls and messaging can increase virtual teams’ success.

// Techno-trouble  // All of these techniques could and will have problems at some point or another. Each one of the team members and their respected locations must have Information Technology (IT) support. Technology is unpredictable for those only using it to accomplish a task; therefore organizations need to create a backup plan in case any of their needed technological paths is out of service.

As in the traditional team setting, the virtual world’s success and productivity relies heavily on communication. Realizing the technological tools available is half the battle. <span style="font-family: 'Times New Roman'; font-size: 12pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> = Using “Geek Speak” Across the Globe = Overcoming a Sense of Isolation When Working in Global Virtual Teams

//** By Sandy Gonzales **//
Virtual teams are groups of people who work interdependently using technology to communicate and collaborate with each other, therefore, effective and reliable methods of communication are vital to the success of global virtual teams. Communication maintains teams informed, and is very important to all organizations. “As Robert Kent, former dean of Harvard Business School has said, ‘In business, communication is everything’ (Blalock, 2006). One communication challenge that members of global virtual teams may encounter is the feeling of working in isolation. According to (AME, 2002) “the major disadvantages of virtual teams are the lack of physical interaction—with its associated verbal and nonverbal cues. Some level of social interaction with supervisors and coworkers is essential in almost all jobs. Without it, workers feel isolated and out of the loop.” Many virtual global team project managers face the challenge of helping their team members overcome their feelings of isolation. Research has shown that people are motivated and satisfied at work in part due to their interactions with coworkers (AME, 2002). In non-virtual jobs, colleagues share stories and pictures, have lunch or take breaks together, and celebrate special events such as job promotions or the birth of children. “In face-to-face teams, these activities occur naturally and frequently and build esprit de corps. Team leaders use team-building activities like ropes courses, bowling nights, or barbeques to solidify team cohesion and spirit. In virtual teams, most of these possibilities are lost” (AME, 2002)

Project managers may help their team members overcome this sense of virtual isolation by providing various communication avenues for their team members (Kimball, 1997). AME (2002) believe initial face-to-face meetings are critical for all team members to build personal relationships with teammates. Because regular face-to-face interaction is not feasible with global virtual teams, project managers can communicate with routine phone calls or e-mails to keep isolated team members in the loop. In addition, project managers can incorporate technology such as computer supported face-to-face meetings, audio conferencing, electronic mail, web pages, asynchronous web conferencing, and document sharing (Kimball, 1997), to lessen the feeling of member isolation. By providing various technology for virtual team members, project managers can help global virtual team members feel connected with one another, and hence, less isolated (AME, 2002).

Like other members working in teams, global virtual team members have unique terminology that team members share in common. This specialized vocabulary may be unique to their profession and includes the terms for the technology that supports their virtual team. “Geek Speak,” for example, refers to “ the jargon and special vocabulary used by those immersed in computers and other fields of information technology ” (Search Storage. com, 2009). As individuals learn about computers and technology, they become more familiar with the specialized terms and only the ones they haven't mastered yet continue to be “geek speak“. According to web page Search Storage.com (2009) “the term ‘geek speak’ was used during the media coverage of the 1998 Microsoft antitrust case in which a great deal of industry jargon was heard from witnesses and in e-mail introduced as evidence”. Other effective communication methods that global virtual team members may utilize with one another to reduce the feeling of isolation are social networks such as Twitter, Facebook, and My Space web sites. Twitter was created in 2006, and is a free Internet bases social networking service that allows its users to communicate via messages called “tweets.” Users of Twitter have the ability to restrict the delivery of their messages only to those in their network, or allow open access to their messages. Users of Tweeter can send and receive messages through the Twitter website, (also known as the Short Message Service, or SMS) or through external applications. Twitter is a very useful tool for global virtual team members because it provides instant access to messages and information. Facebook is another Internet based social network service that allows individuals to communicate and share information with one another. Users of Facebook can join networks organized by city, workplace, school, and region. Global virtual team members may join Facebook under their organization and utilize it as another method for communication and information exchange, as Facebook allows privacy settings. Facebook was created in 2004 by students in Harvard University. (Facebook, 2009) When Facebook was first created it only extended membership to other Harvard University students, but has since extended its membership to over 250 million users worldwide. (Facebook, 2009).

Finally, MySpace is another communication method that may be used by global virtual team members. Like Twitter and Facebook, MySpace is a social networking website and was created in 2003 (Facebook, 2009). MySpace allows its users to create a user home page, where information can be posted and shared with others. It allows provides its users with features such as status updates, applications, and subscriptions (Facebook, 2009), and can be utilized via the user’s mobile telephones.

The use of social networks in important for members of global virtual team members because it provides instant access to data sharing and retrieving, and it provides a way of electronic “networking” amongst team members. Social networking websites help team members connect with others and share data and information with each other. Research in a number of academic fields has shown that social networks operate on many levels, from families up to the level of nations, and play a critical role in determining the way problems are solved, organizations are run, and the degree to which individuals succeed in achieving their goals (Search Storage.com, 2009).

<span style="font-family: 'Times New Roman'; font-size: 12pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> GLOSSARY Document storage/sharing: There are a number of online document storage providers that enable team members to store, edit, and access common documents. This way there’s no need to create multiple versions of the same document; team members can simply work on the sections they need. Facebook: An Internet based social network service that allows individuals to communicate and share information with one another. Geek Speak: The jargon and special vocabulary used by those immersed in computers and other fields of information technology. Group e-mail: The ability to send e-mail to one or every member of the team greatly enhances the team’s ability to communicate. Groupware: Software that integrates work on a single project by several concurrent users at separated workstations. Message boards: Message or bulletin boards enable group members to go to a central place to communicate with each other and access information. My Space: An Internet based social network service that allows individuals to communicate and share information with one another. SGML: Standard general markup language. GSML allows for the sharing of technical information from company to company. Twitter: A free Internet bases social networking service that allows its users to communicate via messages called “tweets.” Video Conferencing: Telecommunications of audio and video to bring people at different sites together for a meeting Virtual conferencing : This technology enables members of the team to sit at their respective computers and watch the meeting host illustrate his or her message on the screen. Some web conferencing blends an Internet connection for on-screen visuals with audio via telephone. Regardless of the configuration, the technology, which has been evolving for several years, is easy to implement and use.

<span style="font-family: 'Times New Roman'; font-size: 12pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> = REFERENCES =

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