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:
- Managing Pressure: The Unexpected
- When projects falter, we expect demands for status and explanations. What's puzzling is how often this
happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing
- The Risky Role of Hands-On Project Manager
- The hands-on project manager manages the project and performs some of the work, too. There are lots
of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential
conflicts of interest.
- On Noticing
- What we fail to notice about any situation — and what we do notice that isn't really there —
can be the difference between the outcomes we fear, the outcomes we seek, and the outcomes that exceed
our dreams. How can we improve our ability to notice?
- The End-to-End Cost of Meetings: II
- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources
are outside the meeting room. Here's Part II of our exploration of meeting costs.
- Is It Arrogance or Confidence?
- Confusing arrogance and confidence can cause real trouble — or lost opportunities. What exactly
is the difference between them?
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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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.