Managing Global Teams

The widespread of Internet, the creation of a global fiber-optic network, and the rapid development of long distance communication technologies has made it very simple for everyone around the world to work together. It thereby created a global platform that has allowed more people to plug and play, collaborate and compete, share knowledge and share work, than anything we have ever seen in the history of the world. The evolution of new communication technology gives teams a great advantage by providing many options that never existed before, such as allowing employees to work from their homes locally or by working together in teams across the continents.

Now a days, the nature of work has begun to shift from a production-based to service related business for building a new generation of knowledge worker that are no longer bound to a physical work location. Together, these factors suggest that firms are faced with increasing challenges to coordinate tasks across time zones, physical boundaries, cultures, and organizational contexts. Over a period of time it has led organizations to choose the most qualified people, a “dream-team,” regardless of their physical location.

Global virtual teams are very different from intra-national virtual teams in that they are “not only separated by time and space, but differ in national, cultural, and linguistic attributes. Global virtual teams can be formed quickly and are agile by their nature. They can help organizations decrease their response time to changes in today’s hyper-competitive markets by taking advantage of round the clock work by team members dispersed around the world.

The global virtual team possesses some similarities to traditional teams who are co-located. The same fundamental ideas, that are necessary for the success of a traditional team still apply to global virtual team. The approach however, requires modification to focus extra effort to exploit the benefits that global virtual teams bring while minimizing the disadvantages that exist from communication difficulties and a lack of physical contact. Due to the unique challenges faced by  virtual teams, it is especially important at their formation that they build upon a strong foundation.

Features for successful virtual teams

Creating a mission, goals, and ground rules

Virtual teams are no different. In real, establishing and adhering to goals and ground rules is more complicated in virtual teams than in those where members have the frequent opportunity to meet face-to-face. The inability to have face time with one another makes it difficult for team members to “touch base” and maintain a unified purpose. Virtual teams should hold an orientation meeting (face-to-face if possible) where team members acknowledge not only the purpose of the team, but the significance of their team’s purpose for the organization in which it operates. Understanding their purpose, members of the team should then set goals and assign tasks toward the fulfilling of that purpose. Each team member should come away from the orientation meeting with a clear understanding of the team’s purpose as well as their individual roles and responsibilities.

Team Relationships

Leaders must be specifically aware of diversity, and how to manage it to the best effect. For this  they need to focus on treating every individual fairly and respectfully. For this the leaders need to establish relationships of trust with their employees. If an employee does not trust his leader, they will not be able to discuss issues of real significance. There will always be a wall between the leader and the employee that will result in strained relationships over the long run.

Leaders need to develop a common focus. Most people realize that everyone is different; however, by focusing on the job at hand, leaders can take the focus off the differences that are present. As teams achieve successful results they develop a bond which helps to strengthen the team, and overcome differences.

Team Structure

In case of diverse team, as with any team, communication needs to be open and safe. The team leader must try to instill confidence in the other members that what they are thinking can be discussed “as long as it is done respectfully.” Behaviors should be agreed upon before an “open and safe” discussion begins so all members are aware of what is expected of them, and how to remain respectful. It can only be achieved through the use of a Team Contract, an agreed upon document that outlines the rules for communication and the consequences of not living up to the agreement. This contract includes the needs to be an agreed upon a way for members to respectfully stop someone who is not living up to their part of the agreement, and redirect the conversation towards the tasks needing to be accomplished. Everyone in the group should feel comfortable in enforcing the rules of the contract, and ensuring the discussion remains respectful.

While working in a diverse team there may be issues that are difficult to discuss, yet relevant to the task at hand. If the group avoids the important questions it is important that the team leader address the issues. He/she may preface their statements by acknowledging that this subject makes you feel a little uncomfortable, but that it needs to be addressed. In doing so the topic will get the coverage needed, while bringing the issue to light in a respectful manner.

In order to best address the issues of diversity it is important that a team sets up a process to allow safe and open communication that can be done in a respectful manner. A team contract is an excellent way to set up the rules for such discussions, especially when dealing with sensitive issues related to diversity. Every individual is responsible for their own adherence to the terms of the contract, as well as all group members.

Communication in Global Teams

Cultural differences among team members may lead to various instances of miscommunication since different cultures tend to contain certain biases, assumptions, or views of the world. Communication among global virtual teams may be extremely difficult to manage and less effective than more traditional setting. These communication problems may also be magnified by disparity among technology infrastructures, as well as differences in technology proficiency among team members.

The global virtual teams are dependent on their ability to communicate with each other rapidly, reliably, and over long distances. If the team cannot communicate with each other effectively, they can’t work together effectively. This makes the reliability of the technology very important so that the flow of work can continue without interruptions. The media chosen should also be carefully selected so that the end users, or those who are using the information, as compared to those who are giving the information, are able to communicate effectively.

Establishing a pattern Focusing on and following a strong repeating pattern of communication will set a virtual team up for success. However in global virtual teams it’s important to remember that logistics commonly limit the frequency of these meetings, especially face-to-face meetings. In this case it’s the frequency of the meetings that determines the frequency of the high interdependent and complex decision processes they address, such as generating commitment, building relationships, creating social interaction and comprehensive decision making.

It has been seen very often that the team members communicate, they tend to filter information through their cultural ‘lenses’, thereby giving rise to a potentially broad range of misinterpretations or distortions as communication styles differ wildly among various cultures. Even if someone from another country speaks English, this is not going to be the same English as that spoken elsewhere. This makes non-verbal communication, such as pauses, silence, and expressions which differ between cultures more important in global virtual teams and should be known and understood by other team members.

Important Guidelines

1. Try to speak slowly and clearly, use a higher tone of voice, avoid slang and colloquialisms, keep words and sentences short and confirm understanding through repetition and by asking questions.
2. Try to avoid slang and jargons, use simple short words and sentences and maintain focus.
3. Try to use visual aids and send pre-meeting information to enhance participation in meetings.
4. Try to understand and be aware of cultural differences in praise and criticism.
5. Try to avoid humor, irony, and metaphors as these usually don’t translate well and may be offensive.
6. Try to understand that silence, referred to as the most concerning behavior, may not reflect a lack of interest but may simply represent time needed to think or just wait for a formal invitation to participate.
7. Develop respect for religious beliefs and allowance for differences in time zones were the most easily changed behaviors.

Communication Techniques

Some of the recent ear has witnessed, virtual communication techniques are being developed all the time as teams seek for ways to improve information sharing. Virtual Communication is achieved through two main methods: Videoconferencing Systems and Collaborative Software Systems.

Videoconferencing Systems

Videoconferencing is a type of visual collaboration that allows groups or individuals from two or more locations to interact through interactive audio and visual transmissions. Microphones, speakers, cameras and video display are needed along with a system to transfer the data such as the internet or a Local Area Network (LAN).

It is considered one of the most powerful tool for communicating as few of the facial cues, body language indications or voice intonations and modulations from normal face to face communication are lost as in other technological communication. Teams from distinct locations can come to know one another and develop relationships much more quickly than could be accomplished through more impersonal methods.

Inherent Challenges

1. Time differences: It can be difficult to schedule meetings with people or teams spread across broad geographic areas.
2. Lack of eye contact: The speakers are talking to a camera and/or faces on a screen. In some ways this is worse than a phone conversation as the technique can provide an incorrect impression of the speaker’s intentions in regards to eye contact.
3. Unnatural behavior: The camera can cause people to behave unnaturally. Stage fright or self-consciousness at appearing before a camera can influence people’s mannerisms, body language and ability to communicate effectively.

Problem Solutions

1. Scheduling and planning ahead are essential.
2. Eye contact is important primarily in regular conversation. Team members using videoconferencing should be alerted to the fact that eye contact is difficult when participating in videoconferencing.
3. It is crucial that team members behave naturally on camera. Many people will feel uncomfortable when put before video equipment. Increased exposure will often cure them of these difficulties. The first time in front of videoconferencing equipment can be unnerving but with time, people often feel less conscious of their appearance and how they will be perceived.

Collaborative Software

Collaborative software is used to allow people to work together towards a common goal without having to meet face to face. The most common techniques are text, email, virtual chatting, calendaring, file sharing, faxes, voice mail, data conferencing, etc.

Collaborative software is powerful because people can work together regardless of how the schedules may differ. A team with members in different time zones is able to collaborate at different hours regardless of the lack of overlapping time spent in the office so scheduling does not have to be done so far in advance. These techniques are also easy to implement. The equipment can be inexpensive and easy to acquire for all members of the team.

Inherent Challenges

1. Communication can be tricky with collaborative software.
2. Much of the body language and nonverbal communication of regular communication is lost with this technique.
3. Emails that are meant to be funny or sarcastic can be interpreted as just mean or angry.
4. Even if scheduling can be easier, it can also be hard to manage. Team members do not need to be together all at the same time, which is nice but, people often forget deadlines when they are not planning for a meeting or seeing each other face to face.
5. Lack of cohesion often results from this technique. More than one person working on a document that is shared on a network or over email often results in a disjointed style or conflicting topics..

Problem Solutions

1. Team members should be trained on the possible misinterpretations in this type of communication.
2. It is often beneficial to have more than one person review emails that will be sent to a large audience to understand how they may be received.
3. In case people are made aware of these possibilities, they will be less likely to commit these errors or to misinterpret what they receive.
4. Team members need to be managed effectively.
5. Deadlines should be enforced with regards to email communications.
6. Efforts should be made to analyze the project as a whole. Groups and teams should have designated leaders that ensure unity of purpose and a cohesive finished product.