Index
accessibility, trust and, 109
accountability, 93–123
case study, 97–98
components of, 120–122
creating in virtual environment, 95–97
defining, 93–95
establishing commitment to, 20–21, 22
lack of, problems with, 21
link with context communication, 90
nature of, 93–95
trust and, 98–122
Wheel of Trust ™, 118–122
acronyms, 18, 51, 60, 72, 111, 202
action teams, 11
active listening, 216–217
Adapta-Leadership, 233, 236–237
agendas
for team destination session, 55
for teleconferences, 76
for videoconferences, 80
Agent of Connection, 30, 230–231
agreeable vs. willing to disagree persona, 210, 215
agreements
trust and, 109–110
see also Team Code of Conduct
alignment, 159–162
of goals and expectations, 159–161
of interests, 161–162
ambiguity avoidance, 219–220
American culture, 199
asynchronous communication options, 10
authenticity, in successful virtual teams, 251, 253
availability
communicating context around, 63–64
team member awareness of, 63
awards, 25
body language, 61
bullet points, e-mail, 72
case studies
accountability, 97–98
conflict management, 138–141
cross-cultural communication (CCC), 198–201, 224–225
setting up virtual teams, 39–45
virtual team mediation, 148
CCC, see cross-cultural communication (CCC)
celebrations
in Refresh stage, 245
Chinese culture, 242
clarity
in accountability, 94
of e-mail communication, 72
collaborative vs. competitive mindset, 209, 215
individualizing, 25
Commitment-Trust definition, 113, 114–115
Common Snack Food (team spirit activity), 51
communication, 57–90
assuming positive intent in, 12, 102, 103
conflict management and, 142
connections and, 29–32, 57–58, 83
context, see context communication
in CPR (communication, people, risk management), 174–176
in deliverables management, 174–176
in LEARN strategy, 217–219
options in on-site teams, 10, 58–59, 60–61, 171
options in virtual teams, 10, 24, 58–61, 171
in successful virtual teams, 251, 253–254
Virtual Roadmap to, 91, 248, 249–250
see also cross-cultural communication (CCC)
Communi-Leadership, 233, 238–239
compactness, of e-mail communication, 72
competence, in Wheel of Trust™, 119–120
Competence-Trust definition, 113, 114
completeness, of e-mail communication, 71
completion rates, 172–173
conciseness, of e-mail communication, 71
concreteness, of e-mail communication, 71
conference calls, see teleconferences
confidences, 110
conflict management, 125–151
aspects of conflict, 137–138
case study, 138–141
challenges of conflict, 5
conflict avoidance, 134
cultural issues in, 131
data conflicts, 21, 128–129, 132
dimensions of conflict, 135
identifying conflicts, 23, 130, 132
identity conflicts, 21, 127–128, 132
levels of conflict, 136–138
performance conflicts, 21, 126–127, 132
productive approach to, 135, 142–144
reacting to conflict, 133–135
social conflicts, 129–130, 132
three Ps of conflict resolution, 137–138
tips for effective, 142–144
types of conflict, 21, 126–130
for virtual teams, 142–150, 252, 255
connections
in context communication, 29–32, 57–58, 83
in Setup stage, 29–32, 229–230
in successful virtual teams, 251, 253–254
telepresence and, 245–246
virtual keyboard generation and, 246–247
see also relationships
consistency, 105, 108–109, 120
consultative vs. decisive mindset, 209
context communication, 61–90
differences in interpreting context, 196–197
environmental cues in, 62–68, 91
frequencies of communications, 171, 177
link with accountability, 90
medium in, 62, 68–82, 91, 171, 177
nature of, 61–62
relationships in, 62, 82–89, 91
routines in, 89
Virtual Roadmap to, 91
CPR (communication, people, risk management) in, 173, 174–183
cross-cultural communication (CCC), 191–228
in accountability, 95
case studies, 198–201, 224–225
challenges in virtual environment, 195–197
cultural factors in conflict management, 131
giving credit, 219
giving feedback, 218
impact of miscommunication, 194–195
importance of, 191–192
improving ideas, 218
language issues in, 77–78, 131, 193, 197–207
LEARN strategies for, 216–225
nature of culture, 192–194
Pepper Pot Soup activity, 192, 214
persona issues in, 210–211, 215
process issues in, 213–214, 215
responding, 218
saying “no,” 204
structure issues in, 212–213, 215
time orientation issues in, 211–212, 215
tips for improving, 205–207, 216–225
translation issues, 202–206
Virtual Roadmap to, 227–228
Vista-leadership and, 225–226
cultural lens, 194–195
culture, 192–194
defining, 193–194
intercultural disconnect, 194–195
nature of, 192–193
see also cross-cultural communication (CCC)
data conflicts, 21, 128–129, 132
debriefing
following teleconferences, 77
in postmortems, 185–186
De George, Richard, 136
delegation, challenges of, 5
deliverables management, 22, 153–189
accepting responsibility for, 121
across time zones, 157–159
alignment in, 159–162
communication around deliverables, 174–176
coordinating deliverables, 159
CPR (communication, people, risk management) in, 173, 174–183
deliverables survival kit, 173, 174–183
frequencies in, 169–173
guidelines for, 153–154, 156–157, 160–165, 166–168, 172, 176, 179–183, 184–185
postmortems, 185–186
realignment in, 155–156, 183–185
in successful virtual teams, 252, 255
tracking in, 162–168
Virtual Roadmap for, 187–189, 250
destination of team, 32–37
selecting team members, 34, 36
destructive characteristics of conflict, 135
different time, different place communication, 10
different time, same place communication, 10
Diversa-Leadership, 233, 237–238
diverse workforce
as by-product of virtual teams, 4
trust and, 111
see also cross-cultural communication (CCC)
e-mail, 69–73
cc (carbon copy) message, 69–70, 73
challenges of, 5
for communicating team member availability, 64
five Cs of writing, 70–72
lack of contribution, 77
managing, 70–72
Team Code of Conduct for, 70, 71
telephone communication to clarify, 73, 202
tips for writing effective, 72–73
uses of, 69–70
virtual keyboard generation and, 246–247
English language
translating English to English, 202–205
working with other languages, 206–207
see also language issues
environmental cues, 62–68
diminished cues, 62
Lost Rider challenge, 64–66
multitasking challenge, 66–68
nature of, 62
team members’ awareness of tasks and availability, 63–64
in Virtual Roadmap, 91
Ethical Displacement Theory (De George), 136
existing virtual teams
buddy system, 47
getting team ready, 46–47
preparing new team members, 46
Rules of the Road, 46
Setup stage, 45–47
expectation management
accountability and, 120–121
in alignment of virtual teams, 159–161
explicit expectations, 121
implicit expectations, 121
explicit expectations, 121
extraverts, 36
facilitators, for teleconferences, 76, 77
fear, trust versus, 101–102
feedback
in cross-cultural communication (CCC), 218
following teleconferences, 76
in postmortems, 185–186
Follow-Through stage, 19–22
conflict management in, 21, 22
connections in, 229–230
deliverables in, 22, 121–122, 153–189
overview of, 22
formal vs. informal structure, 213, 215
frequencies, 169–173
best practices for, 172
of communication with team, 169–172, 177
completion rates and, 172–173
Friedman, Thomas, 243
future of virtual teams, 26–27, 229–247
general vs. detail process, 214, 215
globalization process
future developments in virtual teams and, 26–27, 229–247
language barriers and, 77–78, 131, 193, 197–207
need for virtual teams in, 1–3
Global Leadership
Adapta-Leadership, 233, 236–237
Communi-Leadership, 233, 238–239
Diversa-Leadership, 233, 237–238
Innova-Leadership, 233, 235–236
nature of, 231
Vista-Leadership, 225–226, 232–233, 234–235
global vs. local mindset, 209, 215, 251, 252
goals
of virtual teams, 33, 34–35, 159–161
see also destination of team
greetings, e-mail, 73
group lists, e-mail, 73
Happy Birthday to Us! (team spirit activity), 50
happy hour, 24
headers, e-mail, 72
hierarchical vs. entrepreneurial structure, 212–213, 215
high-context cultures, 196–197
history, as challenge in relationships, 86–87
holding opinions to oneself vs. voicing an opinion persona, 210, 215
honesty
in Wheel of Trust™, 119
Honesty-Trust definition, 113–114
hypercommunication, 170
IBM, 79–80
identity conflicts, 21, 127–128, 132
implementation stage, see Follow-Through stage
implicit expectations, 121
Indian culture, 173, 199, 201, 203–204, 242
influence, in accountability, 94
informal communication, 86–89, 195
information flow, in successful virtual teams, 252, 254
information technology
defining virtual teams, 6–8
need for virtual teams and, 2–3
in opening lanes of communication, 20
in successful virtual teams, 252, 254
Innova-Leadership, 233, 235–236
instant messaging (IM), see e-mail
interests, in alignment of virtual teams, 161–162
interpersonal conflict, 136
introductions
teleconference, 76
introverts, 36
isolation, as challenge in relationships, 84–85
Israeli culture, 199
Japanese culture, 196, 204, 224–225
judgment, avoiding, 223–224
language issues
in accountability, 111
in cross-cultural communication, 77–78, 131, 193, 197–207
translation issues, 202–206
working with speakers of other languages, 206–207
LEARN strategy, 216–225
listen, 216–217
effective communication, 217–219
avoid ambiguity, 219–220
respect differences, 220–222
no judgment, 223–224
life cycle of virtual teams, 15–27
future developments, 26–27, 229–247
Stage 2: Follow-Through, 19–22
limited vs. plentiful orientation, 211, 215
linear vs. fluid thinking process, 214, 215
listen strategy, 216–217
Lost Riders, 64–66
low-context cultures, 196–197
management teams, 11
mediation techniques, 144–149
case study, 148
problems with, 149
teleconferences, 145–147
medium, 68–82
in deliverables communication plan, 177
e-mail communication, 69–73, 171
telephone communication, 74–79, 171
using technology to communicate, 69
in Virtual Roadmap, 91
web conferences, 81–82
mindset issues, 209, 215, 243–244
mission
nature of virtual team, 33, 34–35
of successful virtual teams, 251, 252–253
mistakes
acknowledging and tolerating, 104, 107, 113, 121, 186, 236
in postmortems, 185–186
motivation
in alignment of virtual teams, 161–162
role of virtual manager, 34–35
multitasking, 66–68
complaints concerning, 66
identifying excessive, 66–67
tips for avoiding, 67–68
networked teams, 10
new team members
first teleconference and, 78–79, 87
preparing, 46
videoconferences and, 79
web conferences and, 81
“no scrolling” rule, e-mail, 72
note-takers, for teleconferences, 76
obstacles, confronting, 121
offshore teams, 11
on-site communication options, 10, 58–59, 60–61, 171
openness, trust and, 107
operational rhythm, in accountability, 94
organizational conflict, 136
orientation of virtual team, 38–39
parallel teams, 10
people
in conflict management, 137
in deliverables management, 176–180
role of manager in virtual team, 34–35, 178–180
selecting team members, 34, 36
see also relationships
Pepper Pot Soup activity, 192, 214
perception differences, in cross-cultural communication (CCC), 195–196
performance
in accountability, 95
challenges of, 5
performance conflicts, 21, 126–127, 132
personality, as challenge in relationships, 85–86
planning ahead vs. just in time process, 214, 215
positive attitude, in successful virtual teams, 252, 255–256
postmortems, 185–186
precise vs. loose structure, 212, 215
predictability, 105, 108–109, 120
present vs. future orientation, 211, 215
priority level, e-mail, 72
problem, in conflict management, 137, 138
process, in conflict management, 137
production teams, 11
productive characteristics of conflict, 135, 142–144
progress reports, 163, 166, 168
project management software, 160
project/product development teams, 10
project summary sheet, 160
promotion, challenges of, 5
public vs. private persona, 210, 215
purpose, of virtual teams, 33, 34–35
quality control (QC), 34
questioning authority vs. acquiescing persona, 210–211, 215
rapport, 48–51
finding common threads, 48–49
Virtual Water Cooler and, 86–89
realignment, 183–185
in deliverables management, 155–156, 183–185
nature of, 183–184
in Setup stage, 53–54, 155–156
celebrating success, 245
connections in, 229–230
leader activities in, 244
overview of, 25
relationships, 82–89
finding common threads, 48–49
isolation challenge of, 84–85
nature of, 62
personality challenge of, 85–86
team spirit, 48–51
in Virtual Roadmap, 91
Virtual Water Cooler, 86–89
see also connections; trust
reliability, trust and, 105, 107–108
reports in tracking process, 163–165
best practices, 166–168
PPP: Progress, Problems, and Plans, 163
progress reports, 163, 166, 168
spreadsheets, 165–166
Representation-Trust definition, 113, 115–116
respect
for cultural differences, 220–222
in LEARN strategy, 220–222
in teleconferences, 76–77
in Virtual Water Cooler, 88
in Wheel of Trust™, 122
responsiveness, trust and, 109
risk management, 180–183
assigning ownership for risk strategies, 181
creating the plan for, 181–182
identifying, analyzing, and prioritizing risks, 181
in Innova-Leadership, 233, 235–236
tips for, 183
Rogers, Will, 243
Romanian culture, 200–201
round-robin discussions, 64
routines
in accountability, 94
in context communication, 89
Rules of the Road, 38–43
case study, 39–43
conflict management and, 142, 149–150
for existing virtual teams, 46
in handling Lost Riders, 65
importance of, 38
team orientation, 38–39
team spirit and, 48
same time, different place communication, 10
same time, same place communication, 10
Samoan culture, 194–195
Santo Domingan culture, 210
sarcasm, 73
service teams, 11
conflict management and, 142, 149–150
connections in, 29–32, 229–230
destination of team in, 32–37
human connections and, 29–30
importance of, 30–32
overview of, 19
realignment in, 53–54, 155–156
Rules of the Road, 17–18, 19, 38–43, 48, 65, 142
success factors for virtual teams, 11–13, 31–32, 33, 54
Team Code of Conduct, 18, 19, 51–53
Virtual Roadmap for, 55
short message service (SMS), see e-mail
Silent Riders, 77–79
slow vs. fast pace orientation, 211–212, 215
social conflicts, 129–130, 132
societal conflict, 136
stakeholders
in deliverables communication plan, 175, 177
frequencies of communication with, 171, 177
status differences, in cross-cultural communication (CCC), 196
structure issues, 212–213, 215
subject line, e-mail, 72
synchronous communication options, 10
task-oriented vs. relationship-oriented mindset, 209, 215
tasks
communicating context around, 63–64
frequencies of communications, 171
team member awareness of, 63
team building, 48–51
challenges of, 5
finding common threads, 48–49
importance of, 48
real-life examples of, 50–51
Virtual Water Cooler in, 86–89
Team Code of Conduct, 51–53
conflict management and, 149–150
for existing virtual teams, 47
issues to explore, 52–53
multitasking and, 67–68
nature of, 51
in virtual roadmap to team setup, 55
for voice mail, 75
team spirit, 48–51
teleconferences, 75–79
cross-cultural communication issues in, 198–200, 207, 217–219
defined, 82
guidelines for, 76–77
mediating conflict through, 145–147
pros and cons of, 145
Silent Riders, 77–79
tips for productive, 76–77
see also telephone communication
telephone communication, 74–79, 171
to clarify e-mail communication, 73, 202
voice mail, 74–75
see also teleconferences
telepresence, 245–246
test-drive, in Setup stage of virtual team, 18, 19
text messages, see e-mail
time-keepers, for teleconferences, 76
time orientation issues, 211–212, 215
time zones, deliverables management across, 157–159
tracking, 162–168
progress reports in, 163, 166, 168
reporting mechanisms and, 163–165
translation issues, 202–206
travel, challenges of, 6
Truman, Harry, on accepting responsibility, 121
trust, 98–122
behaviors that break trust, 104
behaviors that build trust, 104, 105–112
in creating teamwork, 100–102
engendering, 105
establishing commitment to, 20–21, 22
fear versus, 101–102
in high-context cultures, 196
instant, 99
manager as chief trust leader (CTL), 102–104, 106–107
road to lasting, 99–100
rules for building, 105–112
in successful virtual teams, 251, 253
Trust Synchronization, 112–116
Virtual Roadmap to, 123, 248, 250
Wheel of Trust™, 116–122
see also relationships
Trust Synchronization, 112–116
Commitment-Trust definition, 113, 114–115
Competence-Trust definition, 113, 114
Honesty-Trust definition, 113–114
nature of, 112–113
Representation-Trust definition, 113, 115–116
verbal tone, in context communication, 61
videoconferences
defined, 82
to introduce new team members, 79
tips for successful, 80–81
uses of, 79–80
virtual communication options, see medium
virtual keyboard generation, 246–247
virtual mindset, 243–244
Virtual Roadmap
to communication, 91, 248, 249–250
to conflict management, 151, 250
creation of, 15
to cross-cultural communication (CCC), 227–228
for deliverables management, 187–189, 250
Follow-Through stage, 19–22
reevaluating team roadmap, 250
Refresh stage, 22–26
virtual steering committee, 161
virtual teams
assuming positive intent in, 12, 102, 103
benefits of, 3
characteristics of high-performing, 251–256
defining, 6–8
future of, 1–3, 26–27, 229–247
life cycle of, 15–27
need for, 2–3
opportunities of, 9
types of, 10–11
variations in, 10–11
Virtual Water Cooler, 86–89
Vista-leadership, 225–226, 232–233, 234–235
visual cues, in context communication, 61, 63
voice mail, 74–75
walking the talk, challenges of, 5
web conferences, 81–82
website, team, 87
Welcome Aboard! (team spirit activity), 50
Wheel of Trust™, 115–122
accountability attainment, 118–122
competence and, 119–120
honesty and, 119
work systems, in successful virtual teams, 252, 255
World is Flat, The (Friedman), 243
Zulu Warriors (team spirit activity), 50–51