Dynamics of Virtual Reams
The Dynamics of Today's Virtual TeamAlthough the advantages of today's "virtual" workgroups are considerable, these teams also face unique challenges which require effective solutions and ongoing cooperation from their members as well as their managers if the team is to be successful in reaching their goals.For some time now, organizations of all types; large, small, profit, non-profit, private enterprise, public, social and educational institutions, to name but a few, have relied upon the formation and utilization of specialized "workgroups" or "teams" to be successful in reaching many of their goals. Teams have been used effectively for problem solving, quality control, increasing production lines, fund raising and many other activities. It seems today teams are formed for virtually any purpose, and with good reason, they work. Add global communications and the availability to send and receive messaging, 24/7, 365 days a year, via email, teleconferencing, cell phones, voice mail and the like; and the opportunities are astoundingly limitless. This brings us to the purpose of this paper, the concept of the "virtual" team. How can it work, with members spread far and wide? "Virtually" dealing with different locales, time
This can take place through several different mediums, but instant messaging is the most common online form. Also, as in all written medium, better communication skills are required to effectively express yourself and your ideas. In order to be effective with a "virtual" team, we will need to change the way we think about managing those dynamics. Remember too that training in just the technical aspects may not be enough to build a successful team. " (1) Once the team has selected how they are going to communicate and what medium they will use to generate documents, presentations, etc. In the beginning stages of a "virtual" team, if a leader is not designated by advance authority, some type of leadership hierarchy will usually present itself, for better or worse. The second viewpoint is when members are posting at different times, but on an agreed topic of discussion, (same place/different time). One such study's central theme concentrates on the development of trust in global teams. Second, but equally important is the leader's responsibility for member support. Following through and keeping up-to-date with not only team members' successes, but their challenges as well. Usually the designee will be the first team member to display the skills, the ability or the critical thinking necessary to take the initiative. To the extent team membership includes people who are less familiar or may have had no exposure to computers, an initial orientation and training must occur, and it should be focused not only on hardware and software but on developing an online "personality. Second, specific guidelines must be decided early and in writing concerning conflict resolution. Next on the list of unique obstacles is the method of communication. For example, a guideline is set and agreed upon that every member checks their group email inbox at 10am every morning except Sunday and Thursday.
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