Virtual Groups

            In a global economy, the use of internet and telecommunications provide significant means of enabling individuals to interact and work in conjunction.  Accordingly, the concept of a virtual team refers to the utilization of communication technologies which allow team members to work collaboratively regardless of distance or physical boundaries.  The goal is to complete tasks in a time and cost efficient manner.  Individuals are allotted an ample amount of flexibility as well.  Additionally, virtual teams are capable of sharing and processing information, networking within the organization, interacting with pertinent third parties, and maintaining internal operations (Levi, 2011).

            However, virtual teams have the potential to lack cohesion.  Establishing effective social support may prove to be difficult.  Furthermore, individuals could be bombarded with information or suffer from structural inconsistencies, misinterpretation, or a sense of seclusion.  Such issues create an environment in which unity or connectedness are compromised and conflict is more prevalent and less manageable (Levi, 2011).

            Another factor to consider is the role of leadership within the virtual team.  Under these circumstances, leaders are required to promote task and goal achievement, improve team behavior and performance, and determine impending alterations (Carte, Chidambaram, & Becker, 2006).  Although such responsibilities parallel leadership requirements in face-to-face organizations, virtual assemblies present additional challenges.  Researchers note that “leadership mediated by technology, while likely focused on the same performance and relationship enhancing outcomes, may take a different form due to changes in the availability of information, dispersion of the team, and permanence of the communications” (Carte, Chidambaram, & Becker, 2006, p. 324).  Furthermore, establishing rapport, managing conflict, and handling personal issues raises concern (Zigurs, 2003).  In effort to overcome such issues the leader may implement project management software, encourage team members to participate in discussion forums, or utilize instant messaging, or chat rooms (Levi, 2011).  Additionally, social media sites such as Facebook or LinkedIn may enhance virtual cohesion. 

References:

Carte, T.A., Chidambaram, L., & Becker, A. (2006). Emergent leadership in self

managed virtual teams: A longitudinal study of concentrated and shared

leadership behaviors. Group Decision & Negotiation, 15, 323-343.

Levi, D. (2011). Group dynamics for teams (3rd ed.). Thousand Oaks, CA:

Sage Publications.

Zigurs, I. (2003). Leadership in virtual teams: Oxymoron or opportunity? Organizational

          Dynamics, 31(4), 339-351.

Team Diversity

            Diversity enables a group to consider or realize a resolution from a comprehensive approach.  Varying opinions, levels of knowledge, and experience are represented.  It is often said that, “two heads are better than one.”  Typically, this sentiment holds true among groups wherein various genders, cultures, ages, and sets of beliefs are involved.  Each individual possesses a certain skill set and divergent creativity.  This enables the group to utilize one’s strengths or talents based on the task at hand (Wheelan, 2005).  In short, “diverse groups generate more ideas, try out more novel ideas, and view issues from multiple perspectives” (Wheelan, 2005, p. 207). 

However, certain issues may prohibit groups from being effective.  Wheelan (2005) relays the fact that group creativity has the potential to become obstructed as members may be less productive as opposed to working alone.  Generally, this is caused by interpersonal conflict, insufficient use of time or resources, rebellion of the groups’ terms of agreement, or members feeling intimidated by others (Wheelan, 2005).

As these problems arise, members must address and overcome the issues in effort to realize favorable outcomes.  Means of coping with such concerns include implementation of the following behaviors:

1)      Addressing people in the manner they wish to be addressed.

2)      Keeping an open mind.

3)      Active listening.

4)      Make certain your true sentiments are understood by others.

5)      Research and consider variances in translations or interpretations.

6)      Think about what you are going to say prior to saying it.

7)      Refrain from using slang.

8)      Refrain from using ethnic jokes.

9)      Use varying styles of communication as applicable.

10)  Do not suppose you can or must disregard differences.

11)  Be aware of how fast you are talking (Bucher, 2010, pp. 179-182).

Improving upon the manner in which one communicates alleviates the conflict, adding to the quality of relations among diverse individuals within a group setting.

References

Bucher, R. (2010). Diversity consciousness: Opening our minds to people, cultures, and

opportunities (3rd ed.). Upper Saddle River: Pearson Prentice Hall.

Wheelan, S. (2005). Group process: A developmental perspective (2^nd ed.). Boston:

Pearson Education Inc.