Building Successful Virtual Teams in the Testing Group
The launch of virtual teams requires attention to differences with traditional teams <ul><li>Traditional Teams  </li></ul>...
There are significant  differences between traditional teams and virtual teams <ul><li>People Differences  </li></ul><ul><...
Key characteristics distinguish a traditional  team  from a  group <ul><li>There is a clear unity of purpose </li></ul><ul...
Virtual teams challenge characteristics of a traditional team Sources: The Human Side of Enterprise, by Douglas MacGregor;...
Trust within traditional teams develops in three stages Team members do what they say they will do simply because they fea...
These types of trust exist on virtual teams but it doesn’t evolve, it is established at the outset <ul><li>Instead of evol...
Initial email and voicemail messages set the tone for how virtual team interrelates <ul><li>The appointed leader sent an i...
Virtual teams can build the sort of trust that leads to high performance <ul><li>Begin interactions with a series of socia...
Virtual teams  can  build the kind of trust that leads to high performance <ul><li>In another case, a team focused initial...
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Virtual Teams Workshop Kick Off

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Excerpts from material used in kick-off sessions with virtual teams

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  • The purpose of this presentation is to provide you with an overview introduction to Amdocs and a more detailed look at our use of Microsoft products within Amdocs.
  • Virtual Teams Workshop Kick Off

    1. 1. Building Successful Virtual Teams in the Testing Group
    2. 2. The launch of virtual teams requires attention to differences with traditional teams <ul><li>Traditional Teams </li></ul><ul><li>Implications in: </li></ul><ul><li>People </li></ul><ul><li>Processes </li></ul><ul><li>Technology </li></ul>Virtual Teams
    3. 3. There are significant differences between traditional teams and virtual teams <ul><li>People Differences </li></ul><ul><li>Virtual Teams: </li></ul><ul><li>People </li></ul><ul><li>Processes </li></ul><ul><li>Technology </li></ul><ul><li>Traditional Teams: </li></ul><ul><li>Co-located </li></ul><ul><li>Processes </li></ul><ul><li>Technology </li></ul>
    4. 4. Key characteristics distinguish a traditional team from a group <ul><li>There is a clear unity of purpose </li></ul><ul><li>The team is self-conscious about its own operations </li></ul><ul><li>The team has set clear and demanding performance goals </li></ul><ul><li>The atmosphere tends to be informal, comfortable, relaxed </li></ul><ul><li>There is a lot of discussion in which virtually everyone participates </li></ul><ul><li>People are free in expressing their feelings as well as their ideas </li></ul><ul><li>There is disagreement and this is viewed as good </li></ul><ul><li>Most decisions are made at a point where there is general agreement </li></ul><ul><li>Each individual carries his or her own weight </li></ul><ul><li>Criticism is frequent, frank and relatively comfortable </li></ul><ul><li>The leadership of the group shifts from time to time </li></ul>Sources: The Human Side of Enterprise, by Douglas MacGregor; The Wisdom of Teams, by Kaztenbach and Smith
    5. 5. Virtual teams challenge characteristics of a traditional team Sources: The Human Side of Enterprise, by Douglas MacGregor; The Wisdom of Teams, by Kaztenbach and Smith; Kenning Associates Leadership shifts much more formal and explicit The leadership of the group shifts from time to time Disagreements have tendency to fester and blow-up There is disagreement and this is viewed as good Discussion typically asynchronous and rarely real-time, let alone face-to-face There is a lot of discussion in which virtually everyone participates Virtuality of team atmosphere may conflict with team member’s physical surroundings The atmosphere tends to be informal, comfortable, relaxed Requires more self-discipline in the absence of peer reinforcement The group is self-conscious about its own operations Challenge for Virtual Team Traditional Team Characteristic
    6. 6. Trust within traditional teams develops in three stages Team members do what they say they will do simply because they fear they'll be punished if they don't Each member knows his or her teammates well enough to predict their behavior with confidence Trust is built on empathy and shared values; members are able to put themselves in their teammates' place Deterrence Knowledge Identification Basis: Evolution of trust in conventional settings requires direct, face-to-face interaction
    7. 7. These types of trust exist on virtual teams but it doesn’t evolve, it is established at the outset <ul><li>Instead of evolving slowly through stages, trust in virtual teams tends to be established-or not-right at the outset </li></ul><ul><li>The first interactions of the team members are crucial </li></ul>Deterrence Knowledge Identification
    8. 8. Initial email and voicemail messages set the tone for how virtual team interrelates <ul><li>The appointed leader sent an introductory message with a distrustful tone, implying that he was suspicious of other members' commitment to the team. </li></ul><ul><li>Throughout the project, the team was plagued by low morale and poor performance. Its members were never able to forge a trusting relationship. </li></ul>Example:
    9. 9. Virtual teams can build the sort of trust that leads to high performance <ul><li>Begin interactions with a series of social messages-introducing themselves and providing some personal background- before focusing on the work at hand. </li></ul><ul><li>Set clear roles for each team member. </li></ul><ul><li>Focus on attitude: encourage eagerness, enthusiasm, and an intense action orientation in all messages. </li></ul>Initial period of electronic &quot;courtship&quot; is particularly important in establishing knowledge-based trust. Assign each member a particular task enabling all of them to identify with one another One pessimist has the potential to undermine an entire virtual team
    10. 10. Virtual teams can build the kind of trust that leads to high performance <ul><li>In another case, a team focused initially on establishing a set of strict rules for the way members would work together. In effect, the team was trying to impose deterrence-based trust on itself. The effort backfired. </li></ul><ul><li>Because members had no direct contact, they were never able to move beyond deterrence to a higher, more empowering level of trust. </li></ul><ul><li>Deterrence is not a first step toward real trust; in fact, it can be a barrier. </li></ul>

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