Members of virtual teams see each other less often than do members of co-located teams. Often, they don't know each other as well, and they face numerous challenges in building and maintaining trust. These factors make virtual teams vulnerable to the tactics of political operators. Here's Part II of a catalog of those vulnerabilities. See "Communication Traps for Virtual Teams: I," Point Lookout for May 26, 2010, for more.
- The unfair advantages of image management
- Image management is the practice of managing perceptions of a policy, a system, an effort, a person, or just about anything else. When someone realizes that others' perceptions don't align with what he or she would wish, deceptions are available to bring about a more desirable alignment. These steps include spin, omissions, inappropriate emphasis, delays in disclosure, obstructions of various kinds, and simple lies.
- In co-located teams, such deceptive methods are risky, because the audience usually has independent information sources, beyond the reach of image managers. In the co-located environment, another challenge for the aspiring image manager is frequency of refresh: the co-located audience can obtain independent information much more frequently than the virtual audience can. Thus, effective co-located image management requires continuous effort and considerable dedication. In the virtual environment, the image manager can be much more effective with a lot less effort.
- To counter these deceptions, begin by identifying anyone who might be engaged in image management. Usually, image management creates counter-action from those who feel that the image manager is unfairly characterizing them or their work. Private conversations with those involved are often helpful in determining what's really happening.
- The effect of mis-speaking on others' behalf
- In virtual teams, more often than in co-located teams, occasions arise in which one person relays or represents the views of another, or the views of a group. This happens because the team is dispersed geographically, or because the limitations of telephone or video constrain the number of people who can participate in discussions. In co-located teams, groups do
send delegates to meetings, but
the temptation to misrepresent
is less intense than
in virtual teamsSometimes such representatives of others are tempted to misrepresent the views of those they represent. The misrepresentation can be subtle and almost innocent, or it can be blatant, but in any case it can create problems.
- In co-located teams, groups do send delegates to meetings, but the temptation to misrepresent is less intense, because the loop back from the audience of the misrepresenter to the people being misrepresented is more likely to close. When it does, misrepresentations become obvious, and misrepresenters pay a high price.
- Virtual teams can gain control over such misrepresentations by recording meetings and distributing the recordings, or by including in meeting minutes not only the usual decisions and actions items, but also any representations made by those in attendance. Either technique helps achieve the "closed loop" that deters misrepresentation in co-located teams.
To decrease vulnerability, virtual teams must enhance connections between their members, which requires time and resources, and — most important — conscious, purposeful attention. First in this series Top Next Issue
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More articles on Workplace Politics:
- The Deck Chairs of the Titanic: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in
activities just as futile and irrelevant, often outside our awareness. Recognition is the first step
- Social 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.
- Grace Under Fire: II
- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the
other into losing control. If we have better tools for recognizing these tactics, we're better able
to maintain self-control. Here's Part II of such a toolkit.
- The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around
them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
- Fear/Anxiety Bias: I
- When people don't feel safe enough to report the true status of the work underway in an organization,
managers receive an inaccurate impression of the state of the organization. To understand this dynamic,
we must understand psychological safety.
Forthcoming issues of Point Lookout
- Coming September 27: On Working Breaks in Meetings
- When we convene a meeting to work a problem, we sometimes find that progress is stalled. Taking a break to allow a subgroup to work part of the problem can be key to finding simple, elegant solutions rapidly. Choosing the subgroup is only the first step. Available here and by RSS on September 27.
- And on October 4: Self-Importance and Conversational Narcissism at Work: I
- Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.
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