n part, to the amount of social !
             cues that are lost over a computer. In a chat room, for example, the two employees might know nothing about each other, other than the information they provide about themselves. Therefore, any type of social stereotypes (i.e. sexism, racism, bigotry) is less prevalent than if perceived in the real world. If the employees have never met, social irritations may not be as readily triggered than if in person. For example, if I am irritated by a person who stutters when he speaks, the chances that he will do so over the internet are relatively low. This allows me to concentrate solely on the task at hand and not be distracted by insignificant things. The book speaks of how the internet groups, in the absence of social cues and orders, had to find a group identity online. In other words, the lack of social cues also has its drawbacks. Even if the members of the workgroups concede personal information about themselves, such as their race or ethnicity, the other members might have no !
             physical basis for the connection. So if I wanted to bond with a co-worker who was a Filipino in California, I would more likely do it in person than online. This is due to the lack of human contact and the perception that I am merely interacting with my computer and not a real person. With this in mind, workgroups must find new bases for forming group coherence. The book speaks of the studying of several different multinational workgroups. All were given the same objectives to be completed in a given amount of time. However, only a few of the groups completed the task while only one group did it in the allotted amount of time. The study showed that the groups that failed lacked consistent interaction. After the initial meeting, the members of the group did not log on regularly to converse with the group
             ...