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Virtual and Global Teams

Here are links to the previous issues of Point Lookout that touch on Virtual and Global Teams. Bookmark this page. Or browse this archive by date. Subscribe now.

Probably not the kind of waiting we have in mind hereComing July 26: Strategic Waiting
Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
Srinivasa RamanujanAnd on August 2: Linear Thinking Bias
When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.

Other topical archives:

March 29, 2017

Balancing talk time and the value of the contributionVirtual Blowhards
Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics for dealing with virtual blowhards.

October 26, 2016

Attending a virtual meeting, but disengagedToward More Engaging Virtual Meetings: II
Here's Part II of a set of simple techniques to help virtual meeting facilitators enhance attendee engagement.

October 19, 2016

Images of people captured in a phoneToward More Engaging Virtual Meetings: I
Keeping attendees engaged in virtual meetings is a widely sought but rarely achieved objective. Here is Part I of a set of simple techniques to help facilitators enhance attendee engagement.

September 28, 2016

A schematic of a symmetric virtual meetingFavor Symmetric Virtual Meetings
Virtual meetings are notorious for generating more frustration than useful output. One cause of the difficulties is asymmetry in the way we connect to virtual meetings.

August 24, 2016

Airliner coach seatingVirtual Teams Need Generous Travel Budgets
Although virtual team members who happen to be co-located do meet from time to time, meetings of people who reside at different sites are often severely restricted by tight or non-existent travel budgets. Such restrictions, intended to save money, can contribute to expensive delays and errors.

August 17, 2016

The "Good Work" team of Damon, Csíkszentmihályi, and GardnerCosts of the Catch-Me-Up Anti-Pattern: II
When we interrupt a meeting to recap the action so far for a late-arriving attendee, the cost of the recap itself is just the beginning. There are some less-obvious costs that can be even greater.

August 10, 2016

Time is moneyCosts of the Catch-Me-Up Anti-Pattern: I
Your meetings start on time, but some people are habitually late. When they arrive, they ask, "What did I miss? Catch me up." This is an expensive way to do business. How expensive is it?

April 20, 2016

A virtual team as a networkVirtual Brainstorming: II
When virtual teams must brainstorm, they try to do so virtually. But brainstorming isn't just another meeting. There's a real risk that virtual brainstorms might produce inadequate results. Here's Part II of some suggestions for reducing the risk.

March 4, 2015

A highway sign on the way to AbileneVirtual Trips to Abilene
One dysfunction of face-to-face meetings is the Trip to Abilene, which leads groups to make decisions no members actually support. It can afflict virtual meetings, too, even more easily.

September 25, 2013

The freshman class of the 2012 U.S. CongressSocial Entry Strategies: II
When we first engage with a group at work, we employ social entry strategies to make places for ourselves to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of a little catalog of social entry strategies.

September 18, 2013

U.S. Military Academy graduates toss their hats during commencement ceremonies at West Point, New York, May 23, 2009Social Entry Strategies: I
Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes called social entry. We use social entry strategies to make places for ourselves in social groups at work.

April 17, 2013

A field of corn severely stunted by droughtToxic Conflict in Virtual Teams: Virtuality
In virtual teams, toxic conflict sometimes seems to erupt spontaneously. People who function effectively in co-located teams can find themselves repeatedly embroiled in conflicts that seem to lack specific causes. What triggers toxic conflict in virtual teams?

April 10, 2013

A schematic representation of the Milgram ExperimentToxic Conflict in Virtual Teams: Minimizing Authority
Toxic conflict in virtual teams is especially difficult to address, because we bring to it assumptions about causes and remedies that we've acquired in our experience in co-located teams. In this Part II of our exploration we examine how minimizing authority tends to convert ordinary creative conflict into a toxic form.

April 3, 2013

Young chickensToxic Conflict in Virtual Teams: Dissociative Anonymity
Toxic conflict in teams disrupts relationships and interferes with (or prevents) accomplishment of the team's goals. It's difficult enough to manage toxic conflict in co-located teams, but in virtual teams, dissociative anonymity causes toxic conflict to be both more easily triggered and more difficult to resolve.

June 2, 2010

A fiddler crab, resident of the Ashepoo Combahee Edisto (ACE) Basin National Estuarine Research Reserve in South Carolina, USACommunication Traps for Virtual Teams: II
Communication can be problematic for any team, especially under pressure. But virtual teams face challenges that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.

May 26, 2010

Edward Bernays, nephew of Sigmund Freud and an early pioneer in the field of Public RelationsCommunication Traps for Virtual Teams: I
Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?

August 12, 2009

The USS Indianapolis on July 10, 1945, off Mare IslandLong-Loop Conversations: Anticipation
In virtual or global teams, conversations are sources of risk to the collaboration. Because the closed-loop response time for exchanges can be a day or more, long-loop conversations generate misunderstanding, toxic conflict, errors, delays, and rework. One strategy for controlling these phenomena is anticipation.

June 24, 2009

Carl Philipp Gottfried von ClausewitzLong-Loop Conversations: Clearing the Fog
In virtual or global teams, conversations can be long, painful affairs. Settling issues and clearing misunderstandings can take weeks instead of days, or days instead of hours. Here are some techniques that ease the way to mutual agreement and understanding.

June 10, 2009

A Katrina rescue in New OrleansLong-Loop Conversations: Asking Questions
In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple question can take a day or more. And when the response finally arrives, it's often just another question. Here are some suggestions for framing questions that are clear enough to get answers quickly.

November 5, 2008

Dr. Jerri Nielsen at Amundsen-Scott South Pole Station in 1999On Virtual Relationships
Whether or not you work as part of a virtual team, you probably work with some people you rarely meet face-to-face. And there are some people you've never met, and probably never will. What does it take to maintain good working relationships with people you rarely meet?

June 11, 2008

Boston in 1826Inbox Bloat Recovery
If you have more than ten days of messages in your inbox, you probably consider it to be bloated. If it's been bloated for a while, you probably want to clear it, but you've tried many times, and you can't. Here are some effective suggestions.

June 4, 2008

One site auditing a virtual presentationVirtual Presentations
Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations, often augmented with video or graphics. Delivering these virtual presentations effectively requires an approach tailored to the medium.

April 9, 2008

The Samuel Morse Telegraph ReceiverRemote Facilitation in Synchronous Contexts: III
Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part III of a little catalog of suggestions for remote facilitators.

April 2, 2008

Mess line, noon, Manzanar Relocation Center, California, 1943Remote Facilitation in Synchronous Contexts: II
Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II of a little catalog of those problems, and some suggestions for addressing them.

March 26, 2008

An air traffic controller using a display system at an Air Route Traffic Control CenterRemote Facilitation in Synchronous Contexts: I
Whoever facilitates your distributed meetings — whether a dedicated facilitator or the meeting chair — will discover quickly that remote facilitation presents special problems. Here's a little catalog of those problems, and some suggestions for addressing them.

March 19, 2008

The Marx brothers: Chico, Harpo, Groucho and ZeppoTINOs: Teams in Name Only
Perhaps the most significant difference between face-to-face teams and virtual or distributed teams is their potential to develop from workgroups into true teams — an area in which virtual or distributed teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.

October 17, 2007

Vincent's Bedroom in Arles, by Vincent Van GoghVirtual Conflict
Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common, we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.

May 16, 2007

A TSA Officer screening a passengerVirtual Termination with Real Respect
When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people in person is not only a gesture of respect. It's good business.

May 9, 2007

Handbill for the exhibition of Manet's The Execution of Emperor MaximilianHave a Program, Not Just an Agenda
In the modern organization, it's common to have meetings in which some people have never met — and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need a program.

March 15, 2006

Benjamin FranklinProblem-Solving Ambassadors
In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual interest. These working sessions are a mix of problem solving and negotiation. People who are masters of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.

April 6, 2005

Power poles after Hurricane Rita, 2005Email Ethics
Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new technology arrives, explicitly extending the ethical code seems necessary — no matter how civil the society. And so it is with email.

February 9, 2005

What not to eat on the phone: Peanut butterVirtual Communications: III
Participating in or managing a virtual team presents special communications challenges. Here's Part III of some guidelines for communicating with members of virtual teams.

February 2, 2005

An iphone 4sVirtual Communications: II
Participating in or managing a virtual team presents special communications challenges. Here's Part II of some guidelines for communicating with members of virtual teams.

January 26, 2005

PencilsVirtual Communications: I
Participating in or managing a virtual team presents special communications challenges. Here are some guidelines for communicating with members of virtual teams.

March 10, 2004

Apples and Oranges, by Paul CézanneOutsourcing Each Other's Kids
Outsourcing is now so widespread that it has achieved status as a full-fledged management fad. But many outsourcing decisions lack the justification that a full financial model provides. Here are some of the factors that such a model should include.

January 14, 2004

Don't rely solely on your spell checkerEmail Antics: III
Nearly everyone complains that email is a time waster. Yet much of the problem results from our own actions. Here's Part III of a little catalog of things we do that help waste our time.

September 3, 2003

Puzzle map of the worldDispersed Teams and Latent Communications
When geography divides a team, conflicts can erupt along the borders. "Us" and "them" becomes a way of seeing the world, and feelings about people at other sites can become hostile. Why does this happen and what can we do about it?

June 11, 2003

An abacusConventional Foolishness
Every specialization has a set of beliefs, often called "conventional wisdom." When these beliefs are so obvious that they're unquestioned and even unnoticed, there's an opportunity to leap ahead of the pack — by questioning the conventional wisdom.

November 6, 2002

The worldDispersity Adversity
Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse and more bedazzled by communication technology. But people really do work better together face-to-face. Here are some tips for managing dispersed teams.

May 2, 2001

The inaccessible cubicles at Diamond SquareMake a Project Family Album
Like a traditional family album, a project family album has pictures of people, places, and events. It builds connections, helps tie the team together, and it can be as much fun to look through as it is to create.

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