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
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:
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself
to deal with them, can keep you out of trouble and make you more effective and influential.
- Political Framing: Strategies
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some strategies framers use.
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in
the rest of life. But the technologies of the modern workplace offer new opportunities to practice the
art. Here's Part II of a handy guide for telephonic self-defense.
- You Can't Control What Other People Think
- Ever think that the world would be a much better place if you could control what other people think?
Maybe it would be. And maybe not...
- That Was a Yes-or-No Question: I
- In tense situations, one person might question another. As the respondent replies, the questioner interjects,
"That was a yes-or-no question." The intent is to trap the respondent. How does this work,
and how can the respondent escape the trap?
Forthcoming issues of Point Lookout
- Coming June 20: Managing Dissent Risk
- In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk? Available here and by RSS on June 20.
- And on June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.