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Dispersed teams dislike being isolated
Virtual or dispersed work teams spread across multifarious geographical locations and time zones are the norm today. At a time when organisations across the globe are looking to deliver better and always on time, virtual teams can help cut costs and improve business profitability. However, there are a number of challenges that hinder their effective working.
Virtual teams are hampered by the lack of regular face-to-face interaction that facilitates rapport and relationship building in regular teams. Although we have the technology to facilitate instant communication, it must be acknowledged for a fact that technology is a poor substitute for face-to-face interaction. In the absence of real time contact and the camaraderie that is present in conventional teams, there is predisposition for misunderstanding, mistrust and a furthering of sectarian interests to occur in virtual teams.
Managing expectations therefore is a crucial part of putting together effective virtual teams. Separated as they are by distance and time zones that limit the possibilities of real time interactions, these teams need guidelines up front. Clear guidelines enable the team to set personal as well as team expectations so that valuable time is not squandered in miscommunication and misunderstandings.
In the absence of real-time contact, it is communication that holds the team together. Special attention needs to be accorded to how the team communicates, understands and utilises information. Continuous, proactive communication, feedback and sharing of knowledge and information will ensure that all team members stay in sync with what is going on in the team. Productivity tends to drop over time in virtual teams, and companies have to find suitable ways to nurture and support team spirit, trust and productivity in order that the team stays focused and does not go into decline after peaking quickly.
Another issue for people working in virtual teams is that they tend to become ‘invisible’; many are unaware of how their individual contributions fit into the big picture; assessment of performance becomes all the more difficult. Leaders need to recognise successes and make an extra effort to communicate appropriate messages effectively so that team members do not feel ignored or under appreciated.
Creation of effective dispersed teams also requires the selection of people with the right attitude. People working in dispersed teams are more or less on their own with minimal leadership guidance and supervision, and it is easy for them to feel isolated and removed from what is going on with the rest of the team. People who are self-disciplined, goal-directed, flexible, collaborative and willing to share and exchange information are best suited to work in virtual teams. Additionally, team members also need to be open to feedback, must be change adept and technology savvy.Training plays an important role in the creation of effective virtual teams. Clear guidelines need to be established regarding individual roles and responsibilities. Online meetings have to be made more productive, with minimal delays and mistakes, and people have to be trained in using the communication and technology tools that bring the team together. Periodic counselling and mentoring of team members will also ensure that they don’t veer off track and are able to overcome isolation, communication gaps and other challenges to stay focused on their work.
Creating virtual teams is not as easy as pulling together a cross-section of people to solve a problem. Creating effective dispersed teams requires attention to strategy, people and technology that can help bring it all together. Like any other team, shared purpose, clear vision and trust and rapport in relationships are the mainstay of a distributed team, if physical barriers, communication and relationship challenges pose a bigger threat to its survival, the effort required to keep a virtual team together is much greater when compared to the conventional team.
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BINDU SRIDHAR
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