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:
- Workplace Politics Is Not a Game
- We often think about "playing the game" — either with relish or repugnance. Whatever
your level of skill or interest, you'll do better if you see workplace politics as it is. It is not a game.
- How to Get a Promotion in Line
- If you want a promotion in line — a promotion to the next supervisory level in your organization
— what should you do now to make it come about? What risks are there?
- Inappropriate Levels of Regard
- The regard we have for others as people is sometimes influenced by the regard we have for the work they
do. Confusing the two is a dangerous error.
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
- Why We Don't Care Anymore
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might
help you appreciate your job.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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- The Power Affect: How We Express Our Personal Power
- 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.