t a better outcome for the "virtual" team's efforts. Regardless of the capability of the information system the "virtual" team will still, however, be confronted with issues of effective Role Management, Conflict Resolution, establishing Norms of Communication and Trust and Relationship Building within the team. We conclude that addressing these issues effectively will produce a positive outcome for the successful completion of the team's goals and objectives.
             First, we'll tackle the most frustrating issue of role management in the "virtual" team; leadership. Leadership, whether traditionally based or in the virtual setting, should first be defined by (1) the type of team being formed (2) its purpose or "goal" and (3) the environment in which the team will operate. Team success cannot be assured by adherence to strict conventional management rules, and in fact, the "virtual" team can even be hindered by them. The presence of a facilitator and the establishment of leadership guidelines are still a necessity. Experience has shown that just taking the rules for traditional based teams and applying them to the virtual environment can be a recipe for failure. Ongoing changes in technology and communications have lead to changes in team dynamics. In order to be effective with a "virtual" team, we will need to change the way we think about managing those dynamics. Lisa Kimball, a team management consultant, acknowledges this view during her speech, Managing Virtual Teams. Ms. Kimball surmises, "Managing virtual teams is not about taking our old management techniques and transposing them for delivery using new media. Rather, it's about expanding our available tools to create new dynamics aligned with the best thinking about supporting collaborative work."(1) The proposition is to "re-think" our strategies of leadership. Every team, regardles...