Boldly Discovering New Uses of Technology and Exploring New Cultures:
A Look at the Technological and Cultural Effects Upon Virtual Teams
Duarte and Synder Mastering Virtual Teams
Chapter 2 Crossing Technical Boundaries
INTRODCUTION
Telecommunications has been described as
"the pencil that is rewriting the history of the world" and the
possibility of computer-mediated communication (CMC) is altering our
"sense of place" and creating new architectures for communication within
and between groups and organizations.
In the past, the face
to face meeting was the dominant way in which work was done. We are now
entering the age of the cyborg. Our children will grow up in that age and
it will be very different than the age of growing technology we are used
to. Has anyone ever been a part of a "cyborg decision-making
group?" I bet more of you than you think have. But, who really
knows what that means? Is it maybe something out of a science fiction
series like Star Trek? Or, maybe like the robot Robin Williams played in
Bicentennial Man?
Not quite.
Cragan and Wright define a cyborg decision making group as being a group that
is "part human and part machine. The machine part of the group
includes personal computers, interactive group software, audiovisual equipment
and electronic information transfer equipment." As technology
grows and changes at warp 10, it is difficult to keep up and be sure what
technologies are proper for your specific needs in virtual teams.
Persons entering the workforce are confronting
communication environments which are being transformed by: 1) the emergence of a global and
geographically and organizationally dispersed workforce; 2) increasing reliance
on lateral rather that hierarchical channels of communication and thus, a
changing attitude toward viewing information as a commodity which must be
shared and rather than as a source of power;
3) increasingly reliance on ad hoc project teams to facilitate lateral
communication in order to better adapt to the accelerating pace of change; and
4) new information tools designed to foster collective intelligence
collaboration and intellectual teamwork
In the case of organizations this transformation
creates a need for information literacy.
Shapiro and Hughes (Shapiro, J.J. & Hughes, S.K. (1996) Information
technology as a liberal art: Enlightenment proposals for a new curriculum. Educcom, 31, 31-35.) suggest that the
"information literacy" involves acquiring knowledge and skill in a
number of different domains: 1) emerging technology literacy-the ability to
make intelligent decisions about
emerging innovations in information technologies by understanding their
human, organizational and social context;
2) critical literacy-the ability to evaluate critically the human and
social benefits and costs of information technology; and 3) social-structural
literacy knowing how information is situated and produced and fits into the
life of social
However, with the right information, you too can make the best decision. Technology will play a role in most of the project teams you a part of once you begin your professional careers. Duarte and Snyder (define the role of technology as "overcoming the complexities of time and distance in communication and collaboration. Virtual teams and their leaders need up-to-date knowledge about technology and its role in facilitating performance." In order to enhance your chances of using and interacting with technology effectively requires both knowledge and skills. The age of the cyborg will demand new skills and competencies. It will require continued demand in interpersonal competence, but the age of cyborg will require us to be aware of the technology around you and understand how each works.
THESIS SENTENCE
Virtual team culture
is severely important in order for a group to work well together. Through
the creation of group culture, the team will be able to create rituals that
will be vital in team building and in interpersonal relationships inside the
group. Technology and culture are extremely vital to the team’s communications
abilities. While different technologies serve different processes, each has
their own strong points and virtual teams can use three types of culture to
build their virtual teams.
I. If technology is now a part of every project work team, it is important to understand both the synchronous and asynchronous technologies that are available to support both face to face and virtual teams.
Perhaps the most common system for
classifying group communication support systems is in terms of
"place" and "time".
McGrath (McGrath, J. E. (1990). Time matters in groups. In. J. Galegher,
R.E. Kraut, & C.Egido (Eds.), Intellectual teamwork: social and
technological foundations of cooperative work (pp. 23-62). Hillsdale, NJ: Lawerence Erlbaum.)
discusses systems in terms of whether they are "space-spanning"
(different place/same time) or both "time and space bridging"
(different place/different time). Most
recently McGrath and Hollingshead (McGrath, J.E. & Hollingshead, A.B.
(1994) Groups interacting with technology.Thousand Oaks, CA: Sage.) present the
matrix below for classifying group communication support systems along two
axes: 1) opportunities and requirements regarding the spatial and temporal
distribution of group members; and 2) the modalities they provide for
communication among group members (pp. 12-13).)
A.
Synchronous technology - Technology that
enables team members to interact at the same time
across distances. For example, same time, different place.
"The same-time-different
place mode, in which people communicate in real time but are not physically in
the same place, is often the alterantive to face to face meetinging. (Thompason, L. Making the Team, p. 235)
1. COMPUTER-MEDIATED SYNCHONOUS CHAT -Allows EXCHANGE OF TEXT-BASED
MESSAGES between one or more members to interact at the same time (SAME TIME DIFFERENT PLACE)
a)What are the defining characteristics of
synchronous chat?
i. This form allows typed
conversations between team members
ii. All dialogue is
displayed on a chat window each member can
monitor.
iii. Electronic Chat
is often combined with an electronic whiteboard
which allows for the
posting of documents and allows the sketching
of thoughts or ideas
b) What are the downsides of synchronous
chat?
i. A downside to Electronic Chat is that it
is hard for those who
cannot
type or share a common language
ii.
loss of social
presence
iii.
a loss of the
nonverbal envelope which
surrounds verbal communication.
2. Multipoint Multimedia and Video
Conferencing
a.
Video conferencing - One of the most commonly used virtual team tools
i.
What is the primary type of video application
AA. Desktop video
Almost
always accompanied by audio.
Frequently
accompanied by document-sharing capabilities
Video Clip: The
Rock (Sean Connery: Hollywood Pictures, 1996)
b. Specialized video
i. Use video equipment and high bandwidth networks to
transmit
full motion video
ii. May include whiteboards or
other applications that allow
sharing of and
collaboration on documents
Video Clip: Austin
Powers: International Man of Mystery (Mike Meyers: New Line Cinema, 1997)
c.
What are the defining characteristics of multipoint multimedia?
i. Probably the most advanced form of
desktop and real-time
conferencing
ii. In addition to chat and whiteboards, it utilizes
full motion video and
audio links
iii. allows members to see and hear one another and
create and edit
still-frame documents and images
d. What are the downsides of mutlipoint
multimedia?
i. requires high speed Internet or Intranet
link
ii. requires all participating to have same
specialized software and
hardware
A third type of
communication tool is the electronic meeting system or EMS. EMS's have been used in face-to face setting
in order to increase the productivity of group decision making. As the effectiveness of electronic meeting
systems was demonstrated in face-to face setting, they have been adapted to
distributed environments to enable same-time but different place collaboration
3. Electronic meeting systems and/or Group Decision Support Systems (GDSS)
GDSS and EMS are
decision-management technologies which support the decision processes of
individuals working in a group. The
primary decision tasks which GDDS systems are designed to support include
electronic brainstorming, idea synthesis
and prioritizing, problem-solving, decision-analysis and so forth (Dr.
Chris R. Kasch quote)
a. What are the types of EMS?
i. simple voting systems
ii. computer aided systems in which each member has a separate computer
to provide input to a central display screen
b. What are the upsides or advantages of
EMS
i. Promotes effective ideas generation "As a clear case in point,
we saw in our discussion of creativity and brainstorming that face-to face
brainstorming is less productive compared to other, less rich form of
communication." Electronic
interaction, such as in brainstorming groups can greatly increase team
productivity." Thompson, L. (2000)
Making the Team: A Guide for Managers, Englewood Cliff, Prentice Hall,
p. 235
AA. Require everyone to get a chance to
submit his or her opinion
BB. Ideas generating brainstorming
CC. Resembles a chat application
DD. Members enter their ideas
about a topic simultaneously
EE. Members are able to view ideas from all other members
immediately
FF.
Often used by leaders to begin a meeting, who then uses
members
comments on ideas or concepts as a basis for the rest of
the meeting
ii.
Facilitates Participation Due to Anonymity
AVoting Allows
members to anonymously vote on what ideas they
prefer
B Also good for teams that wish to
facilitate different opinions
iii. Promote Idea Organization and Synthesis
AA. EMS is good for teams that
require a lot of meeting time in
which ideas and issues can
be categorized and prioritized
Uses rank ordering, rating
scales and other prioritizing
method. Results displayed in
graphic or tabular form
BB. Idea grouping/issue
analyzing allows members to
collectively decide which brainstorming
ideas merit further discussion
and then categorize those ideas into a smaller list
C. Outlining allows the collective
organizing and translating of
ideas into the beginning of a
work project
iv. Idea Evaluation
AA. allows anonymous critiquing of other
ideas
v. Increase efficiency or decision-making
and problem solving
AA. Traditionally used to facilitate tasks that: tend to be sidetracked
with excess discussion
c. What are the downsides or perils of EMS?
i. Typically requires members to
have special software
ii. A professional facilitator is needed to lead
the meeting, structure
agenda
and work the software.
iii.
Current versions of EMS require significant economic
investment as well as an organizational culture that
will support
it’s use
4. Video walls or windows
The most salient effects of a new
technology may not be that it lets people do old things more efficiently, but
instead enables people to do new things that were not possible or feasible with
the old technology (Sproull & Kielser, 1991).
i. Experimental video technology being used by some organizations
such as Xerox.
ii. Shared audio and video spaces that are open all the time
iii. People in halls and offices of one location are continuously able
to hear and see team members in another location walking
through a hall or sitting at a desk
iv. It simulates being in the same building as other team members.
d.
Used appropriately video conferencing provides high levels of
information richness and social presence
e.
Downsides to the form
i. Depending on the power of a member’s computer, video can
become very jerky and distracting
ii. Members who connect through the internet can suffer from internet
congestion
iii. Sometimes requires special hardware and software
B. Asynchronous technology is the technology that
facilitates a delayed
reaction (Different, time, different place
"In the
different-place, different-time model, interacting communicate asynchronously
in different places. The most pervase
means is email "Thompson, Leigh, Making the Team. A Guide for Managers,
Englewood Cliffs, NJ, p. 238)
1. E-mail
a.
Most common computer technology for distance collaboration
b. Excellent and easy way to communicate messages or to share
information
c.
Very effective when you send:
i. Extensive information
ii. Video or text files
iii. Complicated message or response
Video Clip: Mission:
Impossible (Tom Cruise: Paramount, 1996)
2. Group calendars and
schedules
a.
Helps teams stay coordinated
b.
Range from individual organizers to enterprise wide systems
3. Bulletin boards and web
pages
a.
Provide shared work spaces for the posting and manipulation of
messages, documents and discussions
b.
Many teams set up their own bulletin board or webpage
c.
Allow many conversations to take place at once.
4. Non-real-time database
sharing and conferencing
a. Was
some of the first groupware applications on the market
b.
Functions include
i. Access to reference materials and stored knowledge from other
teams or organizations
ii. A place to store work
iii. Assures all work in process is updated
iv. Preserve teams experiences, lessons and products
b.
Accept a wide range of data
c.
Usually requires special software and sometimes hardware
II. In order to use information
effectively and appropriately when working in teams, one should understand what questions should be asked to see if the
technology is right for your virtual team, and how do those technologies fare
up to those questions.
A. What questions should be asked to see if the
technology is right for your
virtual team? ["There
is no ideal set of technologies for all teams. There are
basic,
computer-mediated capabilities that most teams will benefit from,
including
e-mail, calendaring and scheduling systems, whiteboards and
document
sharing. Many teams—even experienced teams in high
technology
organizations rely on non-computer mediated technologies."
(Duarte/Snyder,
53.)]
1. Does the
technology allow for generating ideas and plans about the
team’s work, including collecting data to make decisions about plans?
2. Does the
technology solve routine problems where answers may not
exist?
3. Does the
technology solve ambiguous or complex problems where
routine answers may not exist?
4. Does the
technology allow negotiation of interpersonal or complicated
technical conflicts between individual team members or organizations?
B. How does each technology fare with the
questions above?
1. Synchronous
technology
a. Desktop and real-time conferencing
i. Electronic Chat
AA. Useful for generating ideas and plans and collecting data
1. Good for brainstorming and generating ideas for plans,
products and making comments
2. Not so good for voting on and prioritizing ideas and
outlining.
BB. Useful for problems with answers
1. Good for collecting data and discussing trends.
2. Not so good for organizing, prioritizing and displaying data/
CC. Not useful for problems without answers
1. Good for listing and discussing options.
2. Not so good for debating, voting on and prioritizing options
and making decisions,
DD. Not useful for negotiating
technical or interpersonal conflicts
1. Good for stating opinions.
2. Not so good for discussing opinions, reach compromises,
deciding among optional approaches and settling
interpersonal disputes.
ii. Multipoint Multimedia
AA. Useful for generating ideas plans and collecting data
1. Good for sketching ideas and drawing and gaining
agreement on concepts
2. Not so good for brainstorming and voting on ideas.
BB. Most useful for problems with answers. Good for listing,
displaying and analyzing data, discussing trends and working
on documents
CC. Most useful for problems without answers. Good for listing,
debating and prioritizing options, making judgments and
working on documents.
DD. Useful for negotiating technical or interpersonal conflicts
1. Good for stating and discussing opinions,
reaching compromises and deciding among optional
approaches.
2. Not so good for settling interpersonal disagreements.
b.
Electronic meeting systems /Group Decision Support Systems
i. Most useful for generating ideas plans and collecting data
1. Good for brainstorming, prioritizing, outlining and voting on ideas,
and reaching a solid consensus.
2. Not so good for depicting complex concepts, process flows,
scenarios or sketches.
ii. Useful for problems with answers
1. Good for defining problems and reaching a consensus.
2. Not so good for displaying and diagramming data and performing
in-depth and complex analysis.
iii. Useful for problems without answers
1. Good for listing and prioritizing options and making decisions.
2. Not so good for debating, options and making judgments about
ambiguous topics.
iv. Useful for negotiating technical or interpersonal conflicts
1. Good for stating and discussing opinions, deciding among
optional approaches and reaching compromises.
2. Not so good for resolving interpersonal conflict.
Research Suggests
GDSS research using the electronic meeting system
designed and developed by the University of Arizona suggests that the anonymity
afforded by the use of the support system may increase total number of ideas,
result in contribution from members which are more critical and probing, and
result in contributions which were more
likely to build upon ideas proposed by other group members (Jessup, L.M.,
Connolly, T. & Galegher, J. (1990). The effects of anonymity on GDSS group
process with an idea-generating task.); Jessup, L.M., & Tansik, D.A.
(1991). Group problem solving in an automated environment: The effects of
anonymity and proximity on group process and outcomes with a group decision
support system. Decision Sciences, 22, 266-279.). Based on their exhaustive review of literature, Kraemer and
Pinsonneault (Kraemer, K. L. & Pinsonneault, A. (1990). Technology and
groups: Assessments of the empirical research. In. J. Galegher, R.E. Kraut, & C. Egido (1990) (Eds.),
Intellectual teamwork: social and technological foundations of cooperative work
(pp. 373-405). Hillsdale, NJ: Erlbaum Associates.) concluded that the use of
GDSS can: 1) increase the depth of analysis; 2) increase task-oriented
communication and the clarification efforts of group members; 3) increases the
degree of participation and decrease the domination by a few members; and 4) increase
consensus among members of the group.
c.
Electronic display
i. Useful for generating ideas plans and collecting data
1. Good for brainstorming, sketching ideas and drawing concepts.
2. Not so good for voting on ideas and converging on complex
concepts.
ii. Useful for problems with answers
1. Good for listing and displaying data and discussing trends.
2. Not so good for detailed or complex analysis.
iii. Useful for problems without answers
1. Good for listing and debating options.
2. Not so good for prioritizing options and making decisions and
difficult judgments.
iv. Least useful for negotiating technical or interpersonal conflicts
1. Good for stating and discussing opinions.
2. Not so good for reaching compromises, deciding among a number
of technical approaches and resolving interpersonal conflicts
d. Video conferencing
i.
Least useful for generating ideas plans and collecting data. Not so
good for brainstorming, prioritizing, outlining and reaching a
consensus about complicated topics.
ii.
Useful for problems with answers
1. Good for defining problems, prioritizing options and making
straight-forward decisions.
2. Not so good for displaying and diagramming complex data and
performing analysis.
iii.
Useful for problems without answers
1. Good for listing and debating options.
2. Not so good for making complex judgments.
iv.
Useful for negotiating technical or interpersonal conflicts
1. Good for stating and discussing opinions, deciding among
straightforward optional approaches and reaching simple
compromises.
2. Not so good for resolving interpersonal conflict.
2. Asynchronous technology
a. E-mail
i.
Useful for generating ideas plans and collecting data
1. Good for discussion of ideas and plans, exchanging comments and
revising plans and documents.
2. Not so good for brainstorming, prioritizing, outlining and voting
on ideas and reaching a consensus.
ii.
Useful for problems with answers
1. Good for defining and discussing problems and transmitting data.
2. Not
so good for reaching consensus on problems and performing
analysis
iii.
Least useful for problems without answers
1. Good for identifying and discussing options and discussing
approaches.
2. Not so good for debating and prioritizing options and making
decisions and judgments.
iv.
Least useful for negotiating technical or interpersonal conflicts
1. Good for stating and discussing opinions.
2. Not so good for deciding among optional approaches, reaching
compromises and resolving conflicts
b. Bulletin boards and web
pages
i.
Useful for generating ideas plans and collecting data
1. Good for brainstorming, generating ideas for plans and ideas
about products and commenting upon products.
2. Not so good for voting and prioritizing ideas, outlining complex topics
and in-depth feedback about products.
ii.
Useful for problems with answers
1. Good for collecting data and discussing trends.
2. Not so good for organizing, prioritizing and displaying data.
iii.
Least useful for problems without answers
1. Good for listing and discussing options.
2. Not
so good for debating, voting on and prioritizing options and
making decisions.
iv.
Least useful for negotiating technical or interpersonal conflicts
1. Good for stating opinions.
2. Not so good for discussing opinions, reaching compromises
and deciding among optional approaches.
c. Non-real-time database
sharing and conferencing
i. Useful for generating ideas plans and collecting data
1. Good for brainstorming, generating ideas for plans and ideas about
products, commenting on products and collaborative authoring.
2. Not so good for voting on and prioritizing ideas.
ii. Useful for
problems with answers
1. Good for collecting data and discussing trends.
2. Not so good for organizing complex data and discussing and
prioritizing data.
iii. Least useful
for problems without answers
1. Good for listing options.
2. Not so good for discussing or debating, voting upon and prioritizing
options and making decisions.
iv. Least useful for
negotiating technical or interpersonal conflicts
1. Good for stating opinions.
2. Not so good for discussing opinions, reaching compromises and
deciding among optional approaches.
III. What are the three types of
culture that affect a virtual team and how do they effect the performance of
communications processes within virtual teams?
A. What are the three types of
culture and how do they work
1.
National
i. multinational teams
ii.
Six dimensions of culture in National Teams
a.
Power Distance
1.
refers to the degree of inequity among people that the
population expects or accepts
2. extent to which the less powerful members expect and accept that
power is distributed equally
3.
Low Power Distance
AA. more participation
BB. seek input from each other
CC. Countries include
Ii. Great Britain, Germany, Switzerland, Finland, Norway, Denmark,
Austria, United States
4.
High Power Distance
AA. Leaders are expected to make many decisions without consulting
other team members
BB. Countries include
Ii. Brazil, Venezuela, Indonesia, India, Singapore, France, Hong Kong,
Mexico, Arab countries
CC. Technology
Ii.
what technology should be used in high power distance
culture
aa. asynchronous technologies
bb. any technologies that allow
anonymous input
5.Different
Power Levels in teams can cause conflicts in:
AA. expectations of the leader
BB. role of the leader
b.
Uncertainty Avoidance
1.
extent to which members of a culture are comfortable with uncertainty
2. degree of structure required
for a task
3.
High Uncertainty
AA.
seek detail
BB.
desire closure
CC. predictable routines
DD. show anxiety
EE. Countries Include
Ii. Belgium, Japan, Peru, France, South Korea, Brazil, Italy
FF. Technology for High
Uncertainty Cultures
Ii.
members will be slow to adopt new technology
Iii.
technology that can produce a record
of discussions and decisions
4.
Low Uncertainty
AA.
comfortable in most situations
BB. do not need defined rules,
procedures, or
processes
5. Different Uncertainty Levels in teams
can cause conflicts in:
AA. preferences for detail
BB.
formation of roles
CC. defined scheduling
DD.
review processes
c. Individualism-Collectivism
1.
Individualism-
AA. degree to which people prefer
to work alone rather than with a group
BB. High Individualism
Ii.
loose ties between people
Iii.
individuals are expected to look after themselves
Iiii.
value personal time and freedom to take individual
approaches to jobs
CC. Countries include
Ii.
U.S.A., Ausralia, Great Britain, Italy,
France, Germany
2. Collectivism-
AA. degree to which people
prefer to work in a group
BB. High Collectivism
Ii.
people integrate into strong, cohesive groups
Iii.
value strong group identity
Iiii.
put group needs before their own
Iiv.
do not like to be singled out
CC. Countries Include
Ii.
most of Asia and Central America
DD. prefer technology that allows face to
face interactions
3.
Different Individualism-Collectivism levels can cause conflicts
in:
AA. expectations of unity
BB. closeness with team members
CC. rewards and recognition
d. Masculinity-Femininity-
1. extent to which masculine values are given priority over more
“caring” values
2.
Masculine Orientation
AA.
concerned with earnings, signs of visible success, possessions
BB. Countries include-
Ii.
Japan, Austria, Italy, Mexico, Germany, United States
3.
Feminine Orientation
AA. more “caring
BB. focus on nurturing,
cooperation, and sharing
CC. Countries Include-
Ii.
East Africa, Thailand, Norway, Sweden
e. Long Term-Short Term-
1. degree of parsimony, family orientation, virtuous behavior,
acquisition of skills and knowledge
2.
Long Term
AA. persistence and thrift
BB. orientated toward future
CC. motivated by long term
success
DD.
Countries Include-
Ii.
Asian countries
3.
Short Term
AA. value immediate returns
BB. Countries Include-
Ii.
English speaking countries
Iii.
European countries are rated low-to-middle
term
f. Context-
1.
amount of sensing and extra information needed to make decisions
versus “just the facts”
2.
High Context-
AA. messages do not mean as much without understanding of surrounding
context
BB. want more information and
opinions
CC. information may include
Ii.
member backgrounds
Iii.
record of previous decisions
Iiii.
group relationship history
DD. Countries include
Ii. Japan, China, Greece,
Mexico, Spain
EE. prefer technologies that are information rich and allow high social
presence
3.
Low Context-
AA. prefer just the facts
BB. the message itself is
sufficient
CC.
Countries Include-
Ii.
Canada, United States, Scandinavia, Germany
DD.
prefer asynchronous technologies
2.
Organizational
i.
virtual team members are drawn from different organization such as:
a. customers
b. suppliers
c.
associations
d. communities
ii. Schein defines organizational culture as: “A pattern of shared
basic assumptions that the group learned as it solved its problems of external
adaptation and internal integration, that has worked well enough to be
considered valid and, therefor, to be taught to new members as the correct way
to perceive, think, and feel in relation to those problems.”
iii.
different organization carry different values on the importance of:
a. time scheduling and time
tables
b. relationship with competitive
environment
c. human nature
iv.
The Competing Values Model
a. developed by Cameron and
Quinn
b. reflects group members
preferences over certain things
c.
Clan versus Market-
1.
Clan-
AA. organization is like
extended family
BB. leaders are more like parent
figures
CC.
highly committed
DD. highly value teamwork and
participation
2. Market-
AA. results oriented
BB.
competitive members
CC. aggressive leaders
DD. want to win
d. Hierarchy versus Adhocracy-
1. Hierarchy-
AA. very formal
BB.
follow procedures
CC. focus on stability and
control
2.
Adhocracy-
AA. more adaptive
BB. risk taking
CC. innovative
DD. like to try new things
3.
Functional
i.
most specialist in organizations work in functional groups
a. Examples-
1.
engineering
2. marketing
3.
finance
4. production
5.
human resources
ii. functional experts develop their
assumptions and behaviors to accomplish their goals
a.
Some professional behaviors that can affect functional cultures
1.
Engineering-
Ii. like to rationally lay out plans and
work with logical detail
2.
Software Development-
Ii. rationally lay out plans
Iii. horizontal work orientation
3.
Research and Development
Ii.
want structure and detail
Iii. more of a long-term
orientation
4.
Accounting and Finance-
Ii.
desire to organize, plan, and quantify
Iii. like to add structure to
tasks
5.
Sales and Marketing-
Ii. operate with urgency
Iii. can quickly conceptualize
and create
6. Production and Manufacturing-
Ii. manage projects, processes,
and problem solving
Iii.
operate with urgency
B. What are the promises and
perils of cultural differences when working in virtual teams?
1.
What are the promises or upsides?
a.
Creates a competitive advantage ["Each group member brings a unique
personality, set of social experiences, and
knowledge of the job, the
discussion topic, or both to the group.
Implicitly, the group expects
each member to make available his or her
special talents for the group's
benefit". (Cragan/Wright, 110)]
b. Builds personal satisfaction
in work ["Membership satisfaction
is an important group outcome variable. We know this not only because we like
to go to certain group meetings just for the personal satisfaction it brings us
but also because we find some status in being associated with a group effort.
We would not feel the intensity of this variable of member satisfaction unless
we were also satisfied, to some extent with the group project."
(Cragan/Wright, pg 67)]
c.
Builds diverse relationships ["Diversity may raise
challenges for the managers, but these are
not insurmountable problems.
In contrast, the problems associated with a
lack of diversity may be
insurmountable. A properly managed
workplace meets these challenges, and
its worth the effort that it will take to
iron out these problems
because a diverse workforce greatly
benefits the firm and the team."
(Thompson, 72.)]
d.
Different people from different cultures have different ideas about
what constitutes good performance ["Culture
is the set of shared
meanings held by team members that make
teamwork possible. In contrast
to team design, which is often deliberate
and explicit, team culture,
includes the unstated, implicit aspects of
the team that are bit
discussed in a formal fashion, but
nevertheless shape behavior."
(Thompson, 19)]
e.
Creates a shared experience and language that the team can draw on
and work from
2.
What are the perils or downsides? ["Cultural sensitivity can be
taken too far. There are many stories about
organizations or teams that
did not act fast enough because they were
being overly sensitive to
local culture. Bad performance is bad
performance in any culture."
(Duarte/Snyder, 64)]
a.
Bias and racism can be a definite factor
b.
Different people from different cultures have different ideas about
what constitutes good performance
c.
People in virtual teams that reside in different time zones can face
factors involving when the best time to
meet virtually is.
So, now you know how
culture and technology affect virtual teams. We hope you’ve taken some
skills upon what the best technology for the situations that effect your
teams. We also hope you’ve learned how the sorts of culture effect the
communications.
CONCLUSION
As all kinds of
technology advance and develop a shocking side effect is taking place. The
world is getting smaller. Today we are
able send a message to someone on the other side of the world in only seconds. A message can make a travel in only a matter
of seconds when it used to take it days or even weeks. Today, all we have to do is pick
a telephone and dial
some numbers and we can have a voice conversation with people anywhere in the world. As methods of technology such as video
conferencing and video walls and windows continue to develop we will have face
to face conversations with people on the other side of planet, or even in
space, and we will feel like we are in the same room together.
So with the greater
development of our synchronous technologies like EMS, video conferencing,
electronic chat and multipoint multimedia we will have limitless possibilities
to how virtual teams can communicate in real
time. And with greater developments in
asynchronous technologies like e-mail, bulletin boards, and database sharing
virtual teams will be able to exchange and work on limitless amounts of
projects and information.
In their seminal book in 1978 entitled
"The Network Nation: Human Communication Via Computer" Starr Roxanne Hiltz and Murray (Turoff
Hiltz, S.R., Johnson, K. & Turoff, M. (1986). Experiments in group
decision-making:
Communication process and outcome in face-to-face versus computerized
conferences. Human Communication Research, 13, 225-252.) predicted that by the
mid-1990's computer-conferencing would be as widely used in society as the
telephone today, that it would have dramatic psychological and sociological
impacts on group communication objectives and processes, that it would have
significant impact on the degree of centralization or decentralization possible
in organizations, and that it would become a fundamental mechanism for
individuals to form groups having common concerns, interests, or purposes.
So, as technology continues to develop
the world continues to shrink. The
world is becoming virtual before our eyes and pretty soon virtual communication
and work with others will be a part of all our lives.
HYPERLINKS:
http://www.ascusc.org/jcmc/vol3/issue4/jarvenpaa.html
http://thinkofit.com/webconf/
http://www.fastcompany.com/online/36/firstsite.html
http://www.seanet.com/~daveg/chapter6.htm
http://www.internetwk.com/lead/lead040600.htm
http://www.startwright.com/virtual.htm
http://www.managementsite.net/scripts/artikelen/131/bijdrage.asp?aid=131
http://www.dealconsulting.com/management/telecomm.html
http://www.qualitydigest.com/sept00/html/teams.html
http://google.yahoo.com/bin/query?p=Virtual+Teams&b=40&hc=1&hs=1