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chapter_15_virtual_teamwork.pptxVirtual teamwork
Chapter 15
Use of communication technologies
A virtual team is any team whose member interactions are mediated by time, distance, and technology
Most large companies use virtual teams to some degree, and many teams use technology to support their activities
The primary goal of virtual teams are to improve task performance, overcome the constraints of time and space, and increase the range and speed of access to information
Use of communication technologies
The impact of technology on teams varies because of cultural and age differences
Younger team members may prefer using texting and social media, while older team members may prefer face-to-face or telephone communication
Communicating via technology may add to cultural miscommunication because of the lack of nonverbal cues in an email or videoconference
Use of communication technologies
Communication and collaborative technologies can be used to support teamwork in four different ways:
1. Technologies can gather and present information, such as collaborative document management systems and electronic whiteboards. 2. Technologies help team members communicate both externally and internally. 3. Collaboration technologies such as group support systems help teams process information by providing systems to structure brainstorming, problem solving, and decision making. 4. Technologies such as electronic meeting systems may be used to structure the group process through meeting agendas, assignment charts, and project management tools.
Use of communication technologies
Types of Meetings Created by Communication Technology
Same-time, same- place (STSP): same time, same place meetings (face-to-face meeting)
Same-time, different place (STDP): (videoconferencing)
Different-time, same place (DTSP): (computer databases)
Different-time, different place (DTDP): (intranet bulletin board/websites)
Use of communication technologies
Characteristics of Communication Technologies
The following four criteria is used to evaluate communication methods: speed, reach (number of employees receiving the communication), interactivity, and cue variety (richness)
Reichweld and Goecke believe that social presence and media richness are the main variables for analyzing communication technologies
Richness relates to the speed of feedback, the number and type of sensory channels, and the degree to which the source seems personal
Social presence refers to the degree to which using the technology resembles the experience of communicating with another person
Communication impacts
Status Differences
Research on student groups shows that status differences are reduced in virtual groups
The reduction in status equalizes participation in virtual group discussions
In virtual decision making, social cues are reduced and people communicate on the basis of their knowledge or opinions rather than on their social status
In a typical work team, higher-status members assume leadership positions, direct team activities, and are more likely to express their opinion
Communication impacts
Anonymity
The members of virtual groups are more anonymous
This leads to deindividuation, the loss of self-awareness and evaluation apprehension caused by feeling anonymous
People are more willing to say things they would not say in face-to-face interactions (flaming-uninhibited negative remarks)
Anonymity creates less pressure to conform in virtual teams
Communication impacts
Miscommunication
Virtual teams have increased conflict because of misunderstandings and reduced communication
Virtual teams have difficulty establishing and maintaining mutual knowledge
It is more difficult to know whether fellow members of virtual teams have adequately understood a communication
Ex: reduced social cues in email messages makes it difficult to communicate emotions
Miscommunications using technology can cause people to make faulty assumptions about the characteristics of the communicator
Communication impacts
Communication Norms
Can be used to help both high and low virtual teams
Email norms identify when email should be used to communicate, how the message should be constructed, timeliness of responses, and who should receive messages
One important norm is to never send emails when you are upset or in an emotional state
Norms also identify when not to use email, emails should not be used to resolve interpersonal issues or to avoid personal interactions
Side conversations during a videoconference should be avoided
Team impacts
When teams depend on technology for communication, it changes how they perform
The impacts on team performance depend on the type of task
Decision making and the development of social relations are impacted
Team impacts
Task Performance in Virtual Teams
Virtual teams are more successful on idea generation and problem-solving tasks in which the team must organize information to find the correct answers
Virtual teams perform poorly on decision-making and negotiation tasks in which the goal is to reach consensus
For decision making tasks, virtual teams take more time, exchange less information, and have lower member satisfaction than face-to-face teams
Team impacts
Decision Making
Less information is communicated in virtual teams
Virtual teams are better than face-to-face teams at sharing unique information
Virtual team communication are less inhibited by social norms and group pressure, allow multiple communications to occur, may be more convenient, and provide a record of the communication
Team impacts
Social Relations
People are less likely to be satisfied working in a virtual group than in a face-to-face group
They may feel a lack of social support and experience increased stress working in a virtual team
Virtual teams have a difficult time developing social relations and team cohesion
When new teams are created, a face-to-face meeting is important for team members to get acquainted with one another, clarify the team goals and member roles, and develop norms for operation
Selecting the right technology
Factors to Consider When Selecting Technology
The best technology depends on characteristics of the task, the team, and the group process
Media Richness Theory: advocates for richer technologies (those with feedback, multiple cues, and personal focus) in order to better process equivocal information and facilitate understanding
Adaptive Structure Theory: team members develop new structures and processes to better use the available technology
Selecting the right technology
Task-technology fit theory: advocates that teams use different types of technology depending on the tasks being performed
The issue is not whether a particular technology is good or bad for teamwork, but what pattern of technology use is best for the tasks a team is performing
The more powerful multimedia communication technologies might not be the best for all tasks
Selecting the right technology
Email is used to keep team members informed and share information but rarely for negotiation and decision making
Videoconferencing is useful for discussing issues and listening to presentations
Audioconferencing is useful for when teams need to work on technical issues with shared computer databases (this allows them to focus on tasks without the distraction of video images of members)
Selecting the right technology
Matching Technology to the Team and Task
Different types of teams have different communication needs, so the right technology to use depends on the type of team
Production teams use information technology to coordinate activities, track work progress, and analyze production information
Service teams are dependent on communication technologies and shared databases to coordinate their activities and access information about customers and products
Management teams tend to rely on videoconferencing because of their preference for face-to-face rather than written communication
Challenge of virtual teams
The two main challenges facing virtual teams are dealing with communication problems and creating effective interpersonal relationships
There are a number of strategies for improving the operation of virtual teams, including more time to deal with problems, face-to-face initial meetings, the use of instant communication channels, development of operating structures and communication norms, better training, and appropriate leadership
Developing trust among team members is the foundation for both task and social communication in virtual teams
Challenge of virtual teams
One option for the future of virtual teams is the development of virtual reality environments for teams
Virtual reality can be used to create a team environment where team members can meet in a virtual space
The younger generation should have less trouble with social relations and developing trust in virtual teams than does the older generation
