Mary Lou Maher University DECO2005, Semester 2, 2005 Virtual Teams

A TEAM is not only a group of individuals who share norms, beliefs and objectives which bring them together, but also a group of individuals, called stakeholders,  who act together to achieve a shared purpose and  whose tasks are dependent on the work of others.

Teams are seen as systems. They have the following properties:  Interrelated parts – team members  Purpose – the team’s objectives and goals  Energy transfer process – the work of the team  Inputs – team resources  Output – team outputs  Structure – nature of the teams  Feedback – discussion in a team

Characteristics of a team:  common goal - objectives  size, number of people  personalities: sex, culture, age  technical skills,  experience, worked before  tools they have – resources  Beliefs, values  Communication, collaboration tech  tasks

Task characteristics 1: generate ideas, creativity tasks, generate plans 2: choose a correct answer, intellective tasks, choose a preferred solution, decision making tasks 3: negotiate conflicting views, cognitive conflict tasks, negotiate conflicting interests, mixed motive tasks 4: execute in competition with an opponent, contents/competitive tasks, execute in competition against external performance standards, performances/psycho- motor tasks

Technology characteristics  Properties of any technological systems (both hardware and software) used in the group for communication, for  Information input  Information output  Communication  Task support

Project and development team May consist of diverse, specialized experts May come together to produce a one-time output, a design Whenever their work is complete, the project team disbands and the return to their units, or move other project teams Temporary structure Relationships are short-lived, and interactions are temporary Design team Design Teams

What are the advantages and disadvantages of designing as a team?  Advantages:  Disadvantages:

Some teams experience a bitter and frustrating working relationship with members that they thought were bright and talented. Some others experience the most productive and successful working relationship that they have ever had with a colleague or a client. Why is this?

In a team, members may be:  In competition with each other (COMPETITION)  In disagreement with each other (CONFLICT AND CONTRADICTION)  In consensus with each other (COLLABORATION, COOPERATION)

A process through which parties see different aspects of a problem Constructively explore their differences and search for solutions that go beyond their own limited version of what is possible. Compromise is not needed Team members recognize and respect each other – pool diversity rather than compromise differences Win-win situation, where everyone strives for the optimum situation Example? Collaboration

When conflict is good  Lead to new ideas  Lead to new approaches to organizational process  Increased interest in dealing with problems  Facilitates the surfacing of important issues  Opportunities for people to develop their communication and interpersonal skills.

Five accepted techniques (Nelson, 1995): 1. Direct Approach – leader confront the issue 2. Bargaining – Third party resolve conflict; compromise on both sides; both walking equally dissatisfied. 3. Enforcement of Team Rules – Avoid it. Hard feelings towards leader and team. Leave team. 4. Retreat – Problem is not real. Avoid it or working around it. 5. De-emphasis: form of bargaining where the emphasis is on the areas of agreement. Handling Negative Conflict

Virtual teams  transcend distance, time zone and organizational boundaries

Creating Virtual teams: hard task  Trust  Expectations  Cultural differences  Work Co-ordination  Group dynamics  Leadership

Planning and Designing of Virtual teams require consideration of:  Organizational design  Job design  Team design  Coordination of work through technology

Where 1 = Request, 2 = Work, 3 = Plan, 4 = Discuss, 5 = Present, 6 = Choose Design Process

Generic Skills Generic skills in virtual teams Ability to utilise generic teamwork skills in the virtual environment

Skills Classification & Profiling 1 Design ActivitiesTeamwork Core Skills Project Management Skills Virtual Team Skills OrientatingAdaptabilityLeadershipTrust Subdividing the problem Shared situational awareness CommunicationCulture Establishing rolesPerformance monitoring and feedback Conflict resolutionArchiving Information seekingLeadership / team management Negotiation

Skills Classification & Profiling 2 Design Activities (cont)Teamwork Core Skills (cont) Project Management Skills (cont) Information sharingInterpersonal relationsListening MonitoringCo-ordinationTeam building Negotiating / understandingCommunicationRelationship management DesigningDecision makingPlanning Building Contract management Evaluating Problem solving

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