Communications
Although both virtual and traditional teams share the common characteristic of
communication, one element of communication, which almost unanimously separates
them, is the increased amount of asynchronous communication required in virtual
teams. Individuals from different national cultures vary in terms of their communication
styles and group behaviours, which include the motivation to seek and disclose
individuating information and the need to engage in self-categorization (Gudykunst,
1997). Even in a virtual team, where a team chat room exists or frequent meetings occur,
virtual teams simply do not have the frequency of synchronous real-time communication
characteristic of traditional team structures.
Anderson et al. (2007) suggest that the ‘‘effective use of communication, especially
during the early stages of the team’s development, plays an equally important role in
gaining and maintaining trust’’. Team members must be cognizant of the importance of
providing timely accounts of work deliverables and offer feedback on the contributions
of other members. Virtual team members must learn to excel as active communicators.
The success of the team depends on the ability of team members to exchange
information in face of the challenge of time and place. From their commencement, the
leaders of virtual teams must work cooperatively with their team members and
establish strict guidelines concerning not only ‘‘what’’ and ‘‘when’’ to communicate but
also ‘‘how’’ to communicate (Ojala, 2004). Daily communication between a team leader
and individual team members is the glue that holds a virtual team together. In building
a culture of familiarity relationships, trust is key to enhancing the quality of
communication.
Communications
Although both virtual and traditional teams share the common characteristic of
communication, one element of communication, which almost unanimously separates
them, is the increased amount of asynchronous communication required in virtual
teams. Individuals from different national cultures vary in terms of their communication
styles and group behaviours, which include the motivation to seek and disclose
individuating information and the need to engage in self-categorization (Gudykunst,
1997). Even in a virtual team, where a team chat room exists or frequent meetings occur,
virtual teams simply do not have the frequency of synchronous real-time communication
characteristic of traditional team structures.
Anderson et al. (2007) suggest that the ‘‘effective use of communication, especially
during the early stages of the team’s development, plays an equally important role in
gaining and maintaining trust’’. Team members must be cognizant of the importance of
providing timely accounts of work deliverables and offer feedback on the contributions
of other members. Virtual team members must learn to excel as active communicators.
The success of the team depends on the ability of team members to exchange
information in face of the challenge of time and place. From their commencement, the
leaders of virtual teams must work cooperatively with their team members and
establish strict guidelines concerning not only ‘‘what’’ and ‘‘when’’ to communicate but
also ‘‘how’’ to communicate (Ojala, 2004). Daily communication between a team leader
and individual team members is the glue that holds a virtual team together. In building
a culture of familiarity relationships, trust is key to enhancing the quality of
communication.
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