book

The Handbook of High Performance Virtual Teams: A Toolkit for Collaborating Across Boundaries

Name: The Handbook of High Performance Virtual Teams: A Toolkit for Collaborating Across Boundaries
ISBN: 9780470176429

by Jill Nemiro, Michael M. Beyerlein, Lori Bradley, Susan Beyerlein

March 2008

Intermediate to advanced

800 pages

18h 43m

English

Jossey-Bass

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Copyright
Web Ancillaries
Acknowledgments
The Editors
The Contributors
The Challenges of Virtual Teaming
ISSUES SURROUNDING THE SIX CHALLENGESDistanceTimeTechnologyCultureTrustLeadershipORGANIZATION OF THE HANDBOOKSUMMARY OF CHAPTERSFINAL THOUGHTS
References
PRINCIPLES OF HIGH-PERFORMANCE VIRTUAL TEAMS
I. Working Collaboratively
1. A Framework for Working Across Boundaries
1.1. THREE CHARACTERISTICS OF COLLABORATION1.2. CROSSING BOUNDARIES1.3. A FRAMEWORK FOR EDUCATING TEAM MEMBERS1.3.1. Principle 1: Map Out Collaborative Work Structures and Processes1.3.2. Principle 2: Craft a Supportive Culture1.3.3. Principle 3: Develop Continuously Evolving Knowledge-Sharing and Management Systems1.3.3.1. Knowledge Sharing1.3.3.2. Knowledge Management1.3.4. Principle 4: Define New Roles for Leaders1.3.5. Principle 5: Align and Sustain Support Systems1.3.6. Using the Framework1.4. FINAL THOUGHTS1.5. REMINDERS

References
2. Design Principles for Successful Virtual Teams
2.1. PRINCIPLE 1: SELECT AND POSITION LEADERS FOR SUCCESS2.1.1. Why It Matters2.1.2. How to Do It2.1.2.1. Select for Key Competencies and Attributes2.1.2.2. Use a Comprehensive Selection Process2.1.2.3. Leverage Executive Leadership2.1.2.4. An Executive Point of View2.1.2.5. Position Leaders for Success2.2. PRINCIPLE 2: ENGAGE ALL IN A COMMON VISION, PURPOSE, AND DESTINY2.2.1. Why It Matters2.2.2. How to Do It2.3. PRINCIPLE 3: CREATE THE CONTEXT FOR ENERGY AND UNDERSTANDING2.3.1. Why It Matters2.3.2. How to Do It2.4. PRINCIPLE 4: CREATE A UNIVERSAL LANGUAGE IN OPERATING PRINCIPLES2.4.1. Why It Matters2.4.2. How to Do It2.5. PRINCIPLE 5: DOCUMENT RELIABLE, REPEATABLE WORK PROCESSES2.5.1. Why It Matters2.5.2. How to Do It2.6. PRINCIPLE 6: ESTABLISH ROLES AND ACCOUNTABILITY FOR DECISION MAKING2.6.1. Why It Matters2.6.2. How to Do It2.7. PRINCIPLE 7: CREATE GOALS AND MEASURES ACCESSIBLE TO ALL2.7.1. Why It Matters2.7.2. How to Do It2.8. PRINCIPLE 8: SET UP MECHANISMS FOR FEEDBACK AND CELEBRATION2.8.1. Why It Matters2.8.2. How to Do It2.8.2.1. Leaders Play a Critical Feedback Role2.8.2.2. Issue Management Is a Critical Part of Effective Virtual Collaboration2.9. PRINCIPLE 9: CREATE A PLAN TO "CAST" THE NET WIDER2.9.1. Why It Matters2.9.2. How to Do It2.10. PRINCIPLE 10: DESIGN FOR SUSTAINABILITY2.10.1. Why It Matters2.10.2. How to Do It2.10.2.1. Hold Periodic Checkpoints2.10.2.2. Conduct Periodic Surveys2.11. FINAL THOUGHTS2.12. VIRTUAL COLLABORATION DESIGN REMINDERS2.13. RELATED ITEMS ON THE WEB
References
II. Building a Collaborative Culture
3. The Three-Fold Path of Expanding Emotional Bandwidth in Virtual Teams
3.1. WHAT IS WORK, AND WHERE DOES IT HAPPEN?3.1.1. Mind Shift 1: Work Is Becoming People-Centric, Not Place-Centric3.1.2. Mind Shift 2: Connecting Through Networks Is the Process of Work3.1.3. Mind Shift 3: Commitment Beyond "Doing My Job"3.2. EXPANDING EMOTIONAL BANDWIDTH3.3. THE TAO OF VIRTUAL TEAM FUNCTIONING: THE THREE-FOLD PATH3.3.1. Path 1: Create a Cohesive Team Culture3.3.1.1. Team Atmosphere3.3.1.2. Learning and Information Sharing3.3.1.3. Self-Image and Team Identity3.3.1.4. Personalities and Habits3.3.1.5. Practical Tools3.3.1.6. Team Development and Planning Process3.3.2. Path 2: Support the Team Community3.3.2.1. Celebrations3.3.2.2. Touching Base3.3.2.3. Trusting Actions3.3.2.4. Creating Stories Together3.3.2.5. Helping Out3.3.2.6. Negotiating Style Differences3.3.2.7. Preventing Problems3.3.2.8. Virtual Team Maintenance3.3.2.9. Perpetuating Team Synergy3.3.2.10. The Rolling Present: Entry and Reentry3.3.3. Path 3: Produce Successful Outcomes3.4. FINAL THOUGHTS3.5. REMINDERS3.6. RELATED ITEM ON THE WEB
4. Getting Virtual Teams Right the First Time: Keys to Successful Collaboration in the Virtual World
4.1. KEY INGREDIENTS FOR EFFECTIVE VIRTUAL COLLABORATION: A RECIPE FOR SUCCESS4.2. VIRTUAL COLLABORATION: A WIN-WIN EFFORT4.3. TRUST: BELIEVING IN YOUR TEAM MEMBERS4.4. SHARED UNDERSTANDING: THE BIG PICTURE4.5. DEPTH OF RELATIONSHIPS: GETTING TO KNOW ONE ANOTHER4.6. MIXING THE INGREDIENTS TOGETHER4.7. ACHIEVING VIRTUAL COLLABORATION4.7.1. How Organizations Can Promote Successful Virtual Collaboration4.7.2. How Individual Team Members Can Promote Successful Virtual Collaboration4.8. A CASE EXAMPLE4.9. FINAL THOUGHTS4.10. REMINDERS
References
5. Sensemaking to Create High-Performing Virtual Teams
5.1. A SENSEMAKING PROCESS MODEL FOR VIRTUAL TEAMS5.1.1. Constructive Accountability5.1.2. Dynamic Relationships5.2. THE FIVE C'S AND THE ROLE OF A SENSEMANAGER5.2.1. Clarity5.2.2. Connection (Coordination)5.2.3. Candor5.2.4. Co-creation5.2.5. Commitment5.3. FINAL THOUGHTS5.4. REMINDERS5.5. RELATED ITEMS ON THE WEB
References
6. Trust Building Online: Virtual Collaboration and the Development of Trust
6.1. TRUST IN THE VIRTUAL ENVIRONMENT6.2. THE REINA TRUST AND BETRAYAL MODEL6.2.1. Contractual Trust6.2.2. Communication Trust6.2.3. Competence Trust6.3. TRANSACTIONAL TRUST AS THE FOUNDATION FOR VIRTUAL COLLABORATION6.3.1. Development of Trust Building Online6.3.1.1. The Query Space6.3.1.2. The Discussion Center6.3.2. Learning from the Initial Design6.4. APPLICATION OF TRUST BUILDING ONLINE: TRANSACTIONAL TRUST AND VIRTUAL COLLABORATION6.4.1. Virtual Contractual Trust6.4.2. Virtual Communication Trust6.4.3. Virtual Competence Trust6.5. TRANSFORMATIVE TRUST6.6. FINAL THOUGHTS6.7. REMINDERS6.8. RELATED ITEM ON THE WEB
References
III. Leading Collaboratively
7. Transformational Leadership Attributes for Virtual Team Leaders
7.1. LEADERSHIP OVERVIEW7.2. FOUNDATION OF TRANSFORMATIONAL LEADERSHIP7.3. CHARACTERISTICS OF TRANSFORMATIONAL LEADERS IN A VIRTUAL ENVIRONMENT7.3.1. A Genuine Concern for Others7.3.2. Politically Sensitive and Skillful7.3.3. Decisive, Determined, and Self-Confident7.3.4. Trustworthy, Honest, and Open7.3.5. Developer of Potential in Others7.3.6. Networkers, Promoters, and Communicators7.3.7. Encouraging7.3.8. Accessible and Approachable7.3.9. Visionary of the Future7.3.10. Sensitive and Relationship Oriented7.4. ACTUAL AND IDEAL TRANSFORMATIONAL LEADERSHIP ATTRIBUTES7.5. WEAKNESSES IN TRANSFORMATIONAL LEADERSHIP7.6. FINAL THOUGHTS7.7. REMINDERS7.8. RELATED ITEM ON THE WEB
References
8. Going Beyond Leadership Style: When and How Do We Lead Change?
8.1. A LEADERSHIP ACTION MODEL FOR FAIR CHANGE8.2. RELATING THE ORGANIZATIONAL JUSTICE TYPES TO TEAM LEADERSHIP8.3. TRIGGERS FOR WHEN TO LEAD CHANGE8.4. SUGGESTED ACTIONS FOR HOW TO LEAD CHANGE8.5. FINAL THOUGHTS8.6. REMINDERS
References
9. Leading Virtual Teams: Potential Problems and Simple Solutions
9.1. MOTIVATION9.1.1. Providing a Compelling Vision9.1.2. Managing Conflicting Goals9.1.3. Providing Feedback9.1.4. Establishing a Team Identity9.1.5. Leadership Behaviors That Motivate9.2. COORDINATION9.2.1. Relationship Building9.2.2. Choice of Communication Medium9.2.3. Applying Face-to-Face Coordination Techniques to Virtual Teams9.2.4. Summary9.3. DEVELOPMENT9.3.1. Team Building9.3.2. Team Coaching9.3.3. Gathering Performance Information for Feedback9.3.4. Summary9.4. LEADER FUNCTIONS ACROSS THE VIRTUAL TEAM LIFE CYCLE9.5. FINAL THOUGHTS9.6. REMINDERS9.7. RELATED ITEM ON THE WEB
References
DESIGNING HIGH-PERFORMANCE VIRTUAL TEAMS
IV. Setting Up a Collaborative Team
10. Team Composition and Member Selection: Optimizing Teams for Virtual Collaboration
10.1. TEAM STAFFING STRATEGY10.1.1. A Framework for Team Staffing and Team Performance10.1.1.1. Mental Models10.1.1.2. Trust10.1.1.3. Cohesion10.1.1.4. Collective Efficacy10.2. STEPS IN A TEAM STAFFING STRATEGY10.2.1. Step 1: Identify Mission and Skill Requirements10.2.2. Step 2: Select Members Based on Task and Team Generic Skill Markers10.2.3. Step 3: Identify Specific Task Work Skills10.2.4. Step 4: Determine Appropriate Mix of Team Skills10.3. FINAL THOUGHTS10.4. REMINDERS
References
11. Generational Differences in Virtual Teams
11.1. FOUR GENERATIONS AT WORK11.2. GENERATIONAL DIFFERENCES IN APPROACHES TO TECHNOLOGY11.3. CONSIDERING GENERATIONS IN APPROACHES TO CHANGE MANAGEMENT11.4. IMPACT ON VIRTUAL COLLABORATION11.5. RECOMMENDATIONS11.6. FINAL THOUGHTS11.7. REMINDERS
References
12. Assessing Training Needs for Virtual Team Collaboration
12.1. ORGANIZATIONAL NEEDS ANALYSIS12.1.1. General Guidelines for Organizational Needs Analysis12.1.2. Methods for Collecting Data12.2. ASSESSING TRAINING NEEDS FOR VIRTUAL COLLABORATION12.2.1. Organizational Level of Analysis12.2.2. Work Group Level of Analysis12.2.3. Individual Learner Level of Analysis12.3. TRAINING CONTENT AREAS FOR VIRTUAL COLLABORATION NEEDS12.3.1. Organizational Knowledge12.3.2. Cross-Cultural Skills12.3.3. Work Content and Subject Matter Expertise12.3.4. Collaborative Technology Skills and Knowledge12.3.5. Collaborative Work Process Skills and Knowledge12.3.6. Competency Assessment Questions by Level of Analysis12.4. GENERAL ASSUMPTIONS ABOUT INDIVIDUAL LEARNING NEEDS12.4.1. Assumptions About Adult Learners12.4.2. Individual Learning Styles12.4.3. Generational Differences in the Workplace12.5. FINAL THOUGHTS12.6. REMINDERS
References
13. Design Concepts for Virtual Work Systems
13.1. DESIGNING WORK PROCESSES13.1.1. Case Study 1: Task Division for a Spatially and Temporally Distributed Virtual Team13.1.2. Case Study 2: Nonverbal Coordination and Communication13.1.3. Case Study 3: Coordination During Plan Adaptation and Replanning13.2. USING TECHNOLOGY TO COMMUNICATE AND COORDINATE13.2.1. Case Study 4: Planning Contingencies13.2.2. Case Study 5: Use of Video for Coordination and Communication13.2.3. Case Study 6: Mediating Coordination Using Auditory Technologies13.2.4. Case Study 7: Synchronous and Asynchronous Problem Solving Using Shared Virtual Work Spaces13.3. BUILDING SHARED PERSPECTIVES13.3.1. Case Study 8: Establishing Common Ground and Building Shared Perspectives13.3.2. Case Study 9: Sharing Knowledge and Data to Build Shared Mental Models13.4. FINAL THOUGHTS13.5. REMINDERS
References
V. Working on a Collaborative Team
14. The Technology That Supports Virtual Team Collaboration
14.1. A FRAMEWORK FOR ASSESSING COLLABORATIVE TECHNOLOGY14.1.1. Asynchronous or Synchronous Interaction14.1.2. Social Presence14.1.3. Media Richness14.1.4. A Tool for Assessing Collaborative Technology14.2. TYPES OF COLLABORATIVE TECHNOLOGY14.2.1. Electronic Message Systems14.2.2. Audio and Video Systems14.2.3. Collaboration Supporting Systems14.2.3.1. Electronic Whiteboarding14.2.3.2. Softboard14.2.3.3. Team Web Template14.2.3.4. Discussion Database14.2.3.5. Group Decision Support Systems14.3. ENABLING COLLABORATION IN THE ABSENCE OF FACE-TO-FACE INTERACTION14.4. FINAL THOUGHTS14.5. REMINDERS
References
15. Training for Virtual Collaboration: Beyond Technology Competencies
15.1. THE CHALLENGES AND KEY SUCCESS FACTORS OF WORKING VIRTUALLY15.1.1. The Challenges15.1.1.1. Complexity15.1.1.2. Invisibility15.1.1.3. Restricted Communication15.1.2. Critical Success Factors for Effective Virtual Collaboration15.1.2.1. Shared Understanding15.1.2.2. Trust15.1.2.3. Effective Communication15.1.3. Virtuous and Vicious Cycles15.2. CHARACTERISTICS OF EFFECTIVE COMPETENCY DEVELOPMENT PROGRAMS FOR VIRTUAL COLLABORATION15.3. A MODULAR LEARNING PROGRAM FOR VIRTUAL TEAMS15.4. GLOBAL HR SUPPORT TEAM15.5. CONDITIONS FOR SUCCESS15.5.1. Organizational Support15.5.2. Transparent Funding15.5.3. Support from ICT15.6. CREATING A VIRTUAL TEAM TRAINING AND DEVELOPMENT PROGRAM15.7. FINAL THOUGHTS15.8. REMINDERS15.9. RELATED ITEM ON THE WEB
References
16. Combating Confusion: Virtual Teams That Cross Borders
16.1. HOW HARD CAN IT BE? COMMON MISCONCEPTIONS ABOUT WORKING ACROSS BORDERS16.1.1. Misconception 116.1.2. Misconception 216.1.3. Misconception 316.1.4. Misconception 416.2. WHY AND HOW CULTURE MATTERS16.2.1. Individual Versus Group Orientation16.2.2. Directness Versus Indirectness16.2.3. Egalitarian Versus Hierarchical (Power Distance)16.2.4. Task Versus Relationship Orientation16.2.5. Data Versus Dialogue16.2.6. Risk Tolerance Versus Uncertainty Avoidance16.3. BUILDING EFFECTIVE CROSS-BORDER PROJECT TEAMS16.4. FINAL THOUGHTS16.5. REMINDERS
References
17. Problem Solving in Virtual Teams
17.1. PREPARATION FOR PROBLEM SOLVING17.2. PROBLEM TYPES17.2.1. Simple Problems17.2.2. Complex Problems17.3. FINAL THOUGHTS17.4. REMINDERS
References
18. Correcting Chronic Decision-Making Problems Through Effective Collaboration
18.1. PROBLEM STATEMENT AND VALUE PROPOSITION18.2. IMPACT OF BAD AND EFFECTIVE DECISION MAKING AND COLLABORATION18.3. KEY APPROACHES TO DECISION MAKING AND COLLABORATION18.4. CURRENT COLLABORATION AND DECISION-MAKING PRINCIPLES18.5. CURRENT DECISION-MAKING ROLES, RESPONSIBILITIES, AND PROCESS STEPS18.5.1. Phase 1: Data Gathering and Brainstorming18.5.2. Phase 2: Collaboration and Decision Making18.5.3. Phase 3: Commitment and Support18.5.4. Phase 4: Execution and Course Correction18.6. UNSPOKEN OR SILENT MICROMESSAGES18.6.1. Impact of Personal Preferences Versus Individual Ideas18.6.2. Impact of Emotional Attachment to One's Own Ideas18.6.3. Impact of Risk Aversion and the Loss of Ideas18.6.4. Impact of Premature and Silent Messages18.6.5. Impact of Superficial and Halfhearted Commitment to a Decision18.6.6. Potential Misuse of a Well-Intended Tool as a Weapon of Power and Control18.6.7. Who Is Really Making the Decisions Around Here Anyway?18.6.8. Nagging Issues Associated with the Roles and Responsibilities of the Decision Maker18.6.9. Impact of a Competitive Environment and the Erosion of Confidence and Trust18.6.10. The Culture of Results Orientation and Its Impact on Shortsighted Decisions18.6.11. The Impact of Not Representing and Aligning Key Stakeholder Interest18.6.12. The Frequency of Overturned Decisions and the Impact on Low Morale18.6.13. Potential Problems Associated with the Dilution of the Solution or Decision18.6.14. The Impact of Lies, Deception, Jealousy, and Other Inappropriate Behavior18.7. LEVERAGING COLLECTIVE INTELLIGENCE THROUGH EFFECTIVE COLLABORATION18.8. NEW PRINCIPLES FOR VIRTUAL COLLABORATION AND EFFECTIVE DECISION MAKING18.9. EFFECTIVE COLLABORATION USING THE CONSULTATIVE DECISION-MAKING PROCESS18.10. FINAL THOUGHTS18.11. REMINDERS
References
VI. Tools and Assessments for Collaboration
19. Tools for Effective Virtual Team Start-Ups
19.1. DESIGNING NEW VIRTUAL TEAMS19.1.1. The Technology Tether19.1.2. The Personal System19.2. FOCUSING NEW VIRTUAL TEAMS19.2.1. Unique Challenges for Virtual Team Start-Ups19.2.2. Bridging Cultural Distances19.2.3. Creating a Team Charter19.3. PRACTICAL TIPS FOR CHARTERING19.3.1. Role Clarification19.3.2. Operating Guidelines19.3.3. Setting Technology Protocols19.4. WORK AND HOME LIFE BALANCE19.5. FINAL THOUGHTS19.6. REMINDERS
References
20. Tools for Effective Virtual Team Meetings
20.1. WHEN TO USE AND NOT TO USE VIRTUAL MEETINGS20.2. BENEFITS AND CHALLENGES OF VIRTUAL TEAM MEETINGS20.3. EDUCATING FOR VIRTUAL TEAM MEETINGS20.4. USING VIRTUAL MEETING FACILITATORS AND COFACILITATORS20.4.1. The Initial Virtual Meeting20.4.2. Stages of Virtual Team Meetings20.4.2.1. Premeeting20.4.2.2. During the Meeting20.4.2.3. Postmeeting20.5. FINAL THOUGHTS20.6. REMINDERS
References
21. VEtiquette: What Is the Etiquette of Virtual Teams?
21.1. WHAT IS VETIQUETTE?21.2. COMMON FEATURES OF VIRTUAL TEAMS AND COLOCATED TEAMS21.3. COLLABORATION AND ORGANIZATIONAL PERFORMANCE: THE IMPORTANCE OF AN OPEN CULTURE21.4. DIFFERENCES BETWEEN VIRTUAL AND COLOCATED TEAMS21.5. VIRTUAL TEAM MEETING PRACTICES THAT MAKE A DIFFERENCE21.5.1. Set Expectations for Working Together21.5.2. Ensure the Leader or Facilitator Has the Necessary Skills21.5.3. Practice Virtual Meeting Skills21.5.4. Use Adult Learning Principles21.5.5. Measure Participant Reactions for Continual Improvement21.6. FINAL THOUGHTS21.7. REMINDERS
Reference
22. Creativity Techniques for Virtual Teams
22.1. WHAT ARE CREATIVITY TECHNIQUES?22.2. LINEAR CREATIVITY TECHNIQUES22.2.1. Attribute Listing22.2.1.1. When to Use22.2.1.2. Procedure22.2.1.3. Tips for Virtual Teams22.2.2. Morphological Analysis22.2.2.1. When to Use22.2.2.2. Procedure22.2.2.3. Tips for Virtual Teams22.2.3. Force Field Analysis22.2.3.1. When to Use22.2.3.2. Procedure22.2.3.3. Tips for Virtual Teams22.2.4. Mind Mapping22.2.4.1. When to Use22.2.4.2. Procedure22.2.4.3. Tips for Virtual Teams22.2.5. Idea Checklists22.2.5.1. When to Use22.2.5.2. Procedure22.2.5.3. Tips for Virtual Teams22.2.6. Brainstorming22.2.6.1. When to Use22.2.6.2. Procedure22.2.6.3. Tips for Virtual Teams22.3. INTUITIVE TECHNIQUES22.3.1. Imagery22.3.1.1. When to Use22.3.1.2. Procedure22.3.1.3. Tips for Virtual Teams22.3.2. Analogical Thinking22.3.2.1. When to Use22.3.2.2. Procedure22.3.2.3. Tips for Virtual Teams22.3.3. Drawing22.3.3.1. When to Use22.3.3.2. Procedure22.3.3.3. Tips for Virtual Teams22.3.4. Meditation22.3.4.1. When to Use22.3.4.2. Procedure22.3.4.3. Tips for Virtual Teams22.4. SELECTING APPROPRIATE CREATIVITY TECHNIQUES22.5. FINAL THOUGHTS22.6. REMINDERS
References
23. Using Assessments to Predict Successful Virtual Collaboration Performance
23.1. A BRIEF HISTORY OF TALENT ASSESSMENT23.2. GOOD PRACTICES AND THE DEPARTMENT OF LABOR23.2.1. Reliability and Validity23.2.1.1. Reliability23.2.1.2. Validity23.2.2. Evaluating Adverse Impact23.2.3. Investigating the Options23.3. ASSESSMENTS AS A TOOL FOR PREDICTING VIRTUAL COLLABORATION SUCCESS23.4. USING ASSESSMENTS TO ASSOCIATE TRAITS WITH VIRTUAL COLLABORATION23.5. BENCHMARKING FOR SUCCESS23.5.1. Advantages of Benchmarking23.5.1.1. Flexibility23.5.1.2. Fairness23.5.2. Disadvantages of Benchmarking23.5.2.1. Time Investment23.5.2.2. Cost23.5.3. The Benchmarking Process23.6. FINAL THOUGHTS23.7. REMINDERS23.8. RELATED ITEM ON THE WEB
References
24. Building the Business Case to Executives for Virtual Teams
24.1. THE BUSINESS CASE FOR VIRTUAL TEAMS24.2. WHY MAKE THE EFFORT TO WRITE A BUSINESS CASE?24.3. THE BUSINESS CASE AS A VEHICLE FOR GARNERING SUPPORT24.4. DEMONSTRATING SUCCESS TO KEY STAKEHOLDERS24.5. PURPOSE STATEMENT24.6. SITUATION ASSESSMENT24.7. COST/BENEFIT ANALYSIS24.8. SAMPLE STATEMENT: COST/BENEFIT ANALYSIS24.9. COMPARISON OF OPTIONS24.10. SAMPLE COMPARISON OF ALTERNATIVES24.10.1. Deliverables24.11. SAMPLE DELIVERABLES LIST24.11.1. Timeline24.11.2. Summary and Recommendations24.12. SAMPLE SUMMARY AND RECOMMENDATIONS24.13. FINAL THOUGHTS24.14. REMINDERS
References
REAL WORLD EXAMPLES OF HIGH-PERFORMANCE VIRTUAL TEAMS
VII. Case Studies
25. Virtual Teams in Medical Care Delivery
25.1. THE NEED FOR VIRTUAL TEAMS IN HEALTH CARE25.1.1. Transition to New Models of Teams25.1.2. Challenges to Virtual Collaboration in Medicine and Primary Care25.2. VIRTUAL INTEGRATED PRACTICE MODEL25.2.1. Standardized Processes25.2.2. Communication Protocols25.2.3. Patient Self-Management25.2.4. Group Visits25.3. AN APPLICATION OF THE VIP MODEL25.4. A CASE EXAMPLE OF THE VIP MODEL25.5. FINAL THOUGHTS25.6. REMINDERS
References
26. Distributed Work: Using Data to Drive Business-Focused Decision Making
26.1. BLACK BOX DECISION MAKING26.2. DATA-DRIVEN DECISION MAKING26.3. FUTURE-STATE ANALYSIS26.3.1. Data Perspective 1: Business Objectives and Key Success Factors26.3.2. System of Infrastructure Support26.3.3. Data Perspective 2: Infrastructure Component Linkages26.3.4. Scenario Selection26.4. CURRENT-STATE ANALYSIS26.4.1. Data Perspective 3: Current Work Profiles26.4.2. Data Perspective 4: Individual Work Styles and Preferences26.4.3. Data Perspective 5: Current Infrastructure Inventory26.5. DISTRIBUTED WORK IMPLEMENTATION SUCCESS26.5.1. Creating an Effective Implementation Strategy26.5.2. Measuring and Monitoring Decision Effectiveness26.6. FINAL THOUGHTS26.7. REMINDERS26.8. RELATED ITEM ON THE WEB
References
27. Virtual Collaboration in a Matrix Organization
27.1. WHAT IS A MATRIX?27.2. A CASE EXAMPLE27.2.1. Benefits of a Matrix27.2.1.1. Flexibility27.2.1.2. Integration27.2.1.3. Learning27.2.2. Pitfalls of a Matrix27.2.2.1. Power Struggles27.2.2.2. Determining "Best Practices"27.2.2.3. Decision Strangulation27.2.2.4. Personal Stress27.3. DESIGNING A SUCCESSFUL MATRIX FOR VIRTUAL COLLABORATION27.3.1. Build Social Capital27.3.1.1. Design Principle 1: Networks and Relationships27.3.1.2. Design Principle 2: Collaboration, Not Compromise27.3.1.3. Design Principle 3: Managers Who Work Well Together27.3.1.4. Design Principle 4: A Culture of Teamwork and Joint Accountability27.3.2. Instill Disciplined Work and Management Processes27.3.2.1. Design Principle 5: Clarity Around Roles and Responsibilities27.3.2.2. Design Principle 6: Governance Mechanisms to Resolve Issues Quickly at the Right Level27.3.2.3. Design Principle 7: Efficient and Effective Meetings27.3.2.4. Design Principle 8: Minimum Management Rework27.3.2.5. Design Principle 9: Objective Setting and Performance Management27.4. FINAL THOUGHTS27.5. REMINDERS27.6. RELATED ITEMS ON THE WEB
References
28. Knowledge Transfer and Learning on Virtual Design Teams
28.1. BACKGROUND AND DESCRIPTION OF THE CASE28.2. STRATEGIES TO MEET CHALLENGES28.2.1. Vertical Integration28.2.2. Horizontal Integration28.3. LEARNING AS KNOWLEDGE TRANSFER28.4. LEARNING GROUPS WITH PARTNERS AND SUPPLIERS28.5. TIGER TEAMS28.6. INNOVATION AND USE OF IMPROVISATION28.7. USE OF METAPHORS28.8. ESSENTIAL CONDITIONS FOR SUCCESSFUL VIRTUAL COLLABORATION28.9. FINAL THOUGHTS28.10. REMINDERS
References
VIII. Conclusion
29. Collaboration in the Real World: Virtual Team Key Take-Away Principles That Work
29.1. KEY TAKE-AWAY PRINCIPLES29.1.1. PRINCIPLES OF HIGH-PERFORMANCE VIRTUAL TEAMS29.1.2. DESIGNING HIGH-PERFORMANCE VIRTUAL TEAMS29.1.3. REAL-WORLD EXAMPLES OF HIGH-PERFORMANCE VIRTUAL TEAMS29.2. BENEFITS OF VIRTUAL COLLABORATION29.3. FINAL THOUGHTS
References
30. The Virtual, Networked Organization: How One Company Became Transparent
30.1. THE BIRTH OF THE ORGANIZATION30.2. LET'S HEAR IT FOR THE HIERARCHY30.3. MEANWHILE, BACK AT ELEUM . . .30.3.1. Strategy as a Network30.3.2. How Virtual Is Virtual?30.3.3. So What?30.4. THE AGE OF THE NETWORK
References

Content preview from The Handbook of High Performance Virtual Teams: A Toolkit for Collaborating Across Boundaries

Chapter 3. The Three-Fold Path of Expanding Emotional Bandwidth in Virtual Teams

Trina Hoefling

The American Heritage Dictionary defines virtual as "existing or resulting in essence or effect though not in actual fact, form, or name." Virtual reality suggests a simulation that is so lifelike as to feel real but is not in fact real. Virtual teaming and virtual work can take on that same feeling of "essential closeness but not realness." In fact, however, they are real. Virtual work is not a close approximation of work but a viable alternative way of working. It is not second best based on circumstances, and it is not compromise, mirage, or simulation. Neither is it overlay, replication, or poor substitute. Leaders and organizations need to begin ...

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101 Leadership Actions for Creating and Managing Virtual Teams

Publisher Resources

ISBN: 9780470176429

Cloud Computing

Data Engineering

Data Science

AI & ML

Programming Languages

Software Architecture

IT/Ops

Security

Design

Business

Soft Skills

The Handbook of High Performance Virtual Teams: A Toolkit for Collaborating Across Boundaries

by Jill Nemiro, Michael M. Beyerlein, Lori Bradley, Susan Beyerlein

Chapter 3. The Three-Fold Path of Expanding Emotional Bandwidth in Virtual Teams

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