Virtual teams can face a variety of disadvantages. Some are familiar: they might be geographically dispersed, their members might speak different languages, and they might observe a mixture of holidays.
Among the most daunting challenges is the interplay between communication and politics. Here is Part I of a set of common communication traps that relate to politics in virtual teams and organizations.
- Information hoarding
- Information hoarding is keeping to oneself, or to a close group of allies, any information deemed valuable with respect to the work in progress, the processes in use, or group politics. Example: withholding from a rival important information about volunteering for a desirable task. Another example: a department head withholding from an out-of-favor subordinate procedural changes for proposing new projects.
- In co-located organizations, word travels more quickly and easily than it does in virtual organizations. Information hoarding might be practiced in both organizational structures, but it's far more effective in virtual organizations.
- Team leads can control information hoarding by monitoring communications and by increasing face-to-face contact. Team members can increase their own situational awareness by building and maintaining close, trusting relationships with other team members, wherever they're located.
- Enhanced effectiveness of "spin"
- The term spin denotes the practice of shading the truth when describing a condition, result, action, or person. For example, when a particular activity has failed utterly, we might report, "It isn't working yet." Spin-based descriptions are usually literally true, while concealing something important, usually to mislead the listener.
- In co-located organizations, truth propagates rapidly enough to enable most of the population to detect spin.
- When truth propagates from person to person, it tends to mutate more slowly than spin does. That's one way team leads and team members can detect spin — by comparing the information they get from multiple sources via multiple paths.
- Lack of a transcript
- Many communications Team leads can control
information hoarding by
and by increasing
face-to-face contactwithin virtual teams take place in media that lack permanent records of message traffic. Even in email, finding exactly what someone said can be difficult. Lack of transcripts enables those so inclined to remember things the way they wish they had occurred, or to blatantly manufacture history.
- Although this occurs in most teams, virtual teams are more likely than co-located teams to be misled, because fewer people remember the truth. There are fewer people who recall the truth because the body of available witnesses is dispersed. They don't know what happened, because they weren't there.
- In controversy, or when controversy looms, keep a journal of what's said — when, where, and by whom. Do your best to create a transcript. It won't be serviceable as evidence, but it might be useful for refreshing your own memory, and for generating questions and observations that will help in group discussions.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- When Power Attends the Meeting
- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- Impasses in Group Decision-Making: I
- Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can
agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving
on to the more thorny areas. Why does this happen?
- Holding Back: I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget
problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?
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- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
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- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
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- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.