3.3 Virtual Teams
Research collaborators who are separated by time and distance rely on many electronic communication mediums: teleconferencing, electronic brainstorming, group display screens, discussion threads, and net meetings. Virtual teams are becoming a common component of modern research teams and are formed when there are physical boundaries that must be overcome. Zigurs (see Topic 3 references) suggests that virtual teams may be geographically, temporally, or organisationally separated and so rely on information technology to communicate (Zigurs 2003). Compatible computer and communication technology are therefore required for a virtual team to work together.
In addition to managing interpersonal dynamics at a distance, it is wise to make sure your contracts with overseas team members specify which currency is the basis for payment in order to manage the impact of changes in the exchange rate. Similarly, make sure you are aware which country's laws apply in the event of difficulties.
Virtual research teams need to maintain regular communication. Scheduled meetings need to be established to ensure both accountability and the maintenance of group cohesion. Team members will rely on meetings to share issues, discuss implications of decisions, and explore emerging concerns. Trust in each other is necessary for rich collaboration, and can be more difficult to build when people are "out of sight". The opportunity to misconstrue intentions and actions needs to be recognised by research team members. The research leader needs to be sensitive to emerging issues and should seek to help members resolve any concerns in a constructive and open manner.
The following tips come from research into virtual teamwork.
- Hold an initial face-to-face start up meeting and, if not possible, the research leader should visit each partner
- Have periodic face-to-face meetings, especially to resolve conflict and maintain team cohesiveness
- Establish a clear code of conduct or set of norms and protocols for behaviour (especially when visual contact is not available)
- Ask people to give their names before responding
- Check if there are other people in hearing distance of teleconferences
- Structure the dialogue by actively asking members for their response
- Determine a protocol for indicating support or disagreement with a decision
- Agree on response protocols when a member emails for information or sends material for comment, such as "Seen? no comment", or a rule that there are 3 days to comment/vote
- Recognise and reward performance
- Use visuals in communications
- Recognise that most communications will be nonverbal and agree to be cautious with your tone and informal language
- Ask people to paraphrase their understanding of your request
- Keep in mind that words often have different nuances in different cultures.
Strong leadership is needed to maintain virtual team cohesion. Frequent communication and connection with the leader will establish the effective "telepresence" necessary to retain group identity. Team members need to retain a sense of themselves as team members, and the other members as identifiable personalities. The challenge for leaders of virtual research teams are facilitating regular, rich, constructive, rewarding, and fruitful interchanges across members, and to ensure that sense of connection is maintained following the exchange.
Zigurs notes the importance of developing strategies as a team to ensure everyone contributes to the relationship maintenance processes. Standards for communication, interactions, and problem resolution need to be established at the beginning of a new project. A knowledge-sharing culture is critical to these teams. Members need to be conscious of their obligations to the other members, and to make additional efforts to support the development of an inclusive culture. The leader acts as a strong catalyst for these processes, and is particularly important in establishing opportunities to explore and clarify critical issues. Thus, virtual research teams require strong and involved leadership to ensure their connectedness across the electronic divide.
Keep members informed about how the project is progressing and where their piece fits in the puzzle. You could send out an updated project plan, or set up a website for the team with progress charts and a place to lodge papers and common documents.
When the team disbands look for ways to celebrate its achievements together. New cheaper cameras and split screens at least mean that everyone can bring their favourite drink, food, and hat to the final meeting and toast the result! Throughout the virtual team's existence, the team leader's focus on maintaining connectivity with all members is critical. Regular updates and reminders of agreed commitments maintain the presence of the research agenda in their separate lives.
Modules