1. Establish and Maintain Trust and Cultural Sensitivity: Chapter 4 – Lip/stamp
& chapter 1:3 p.55 Duarte/Snyder
Trust = Performance Competence, Integrity & Concern for Others (D&S, p.158)
Cultural - “Knowing is half the battle” GI Joe - Starts with a team Cultural
Conversation (D&S 3.1 on page 66), then:
Who: Virtual Team Members from Multiple international locations: Europe, Asia,
North America. Cultures have distinct differences and virtual communication can be
challenging with language barriers, context, cultural norms, Ect.
What: The desire is to form a virtual team that can effectively communicate cross
culturally; navigating different business cycles, (D&S p.62), markets, ethical
differences, focuses and using their diversities as a strength. Also establish a
productive working relationship built on trust. Trust requires relationship (L&S p.
210).
When: The concepts of trust and social sensitivity must be established and
reestablished at each stage of the virtual team’s development. (spinning Plates) it
must be intentionally and vigorously maintained.
Evaluation of Team Culture 3.2 (D&S p. 67)
Where: online using technologies; the more senses involved the greater the context.
Frequent Multipoint Video Conference calls allow for better understanding. A smile
with the answer “yes” is far more powerful than simply hearing the word “yes” on
the other end of the phone. Hearing the word is better than reading it.
Why: Teams who trust “converge more easily, organize their work more quickly and
manage themselves better.” (L&S p. 70). Relationships bases on trust and
reciprocity; all must benefit from the collaboration. (L&S p. 78). Teams who
understand the cultural context of other team members can leverage the combined
knowledge and creativity from other markets.
How: By structure, clear goals that translate to all functional areas and defined
roles, the team will collaborate with understanding, trust and learn to rely on each
other. SMART Objectives at each level and for each team member; Trust Audit(D&S
7.3 p. 155).

2. Identify effective tools and processes to support brainstorming, decisionmaking, scheduling and document storing/sharing.
Brainstorming & Decision making: (Synch – must be in limited numbers –
Conference calls/Video Calls). In large numbers (asynch: blogs, Online Surveys,
sync - ARS systems, moderated messaging using readytalk)
Storing/Sharing Documents: SharePoint - Secure, Web Access, Actively
manageable. One person must manage, clean up and head communication/access.
Scheduling: Outlook & SharePoint
Who: Team Members and Leader
What: Sych. And asych communication.
When: Frequently.
Where: online with ease of access.
Why: Will allow team to break into focus groups and share info sych and asych as
needed, or meet virtually on larger scales.
How: Using recommended Technology;, Microsoft Outlook and Communicator,
SharePoint, ReadyTalk. Secure, manageable, easily accessible and versatile –
allowing primary forms of sych and asych communication. (graph the tech and it
application in a grid).
Evaluate: Process Observation? D&S 9.3 p. 206
Establish norms for using various communication channels
These may evolve according to team and project needs.
Who: All team members have defined roles. Leadership is clearly defined.
What: Synch, ASynch - must have easy and unified access… Chain of Command…
Best Practices. Email, Communicator for dialy communication; Sharepoint for
sharing, point of access and calendar/timelines. ReadyTalk Snyc group w/ async
option for missed connections, Phone for frequent Sych. Communication storming.
(Ref. Table 5.1 D&S p. 107-9)

3. When: Frequently – Engagement and relationship require frequency. Daily looking
at updates, weekly making course corrections and monthly hosting Virtual face to
face conversation via VTC or another form of synchronous communication. Ref
(same place, same time = progress).
Where: one “belly button”; one click. Ideally, when they log on to their team site
everything is in one place and functions with ease.
Why: One access point for ease of use. One primary for each type of communication
to avoid miscommunication. Frequent Sych communication for alignment, course
correction and the one team experience.
How: Established “do’s and don’ts”. Leadership. Technology selected and in one
place. Access and Expectations clearly defined. SMART.
Fill in Fig. 5.2 (D&S p. 110)
Keeping in touch with other team member: Email, phone, Communicator
Meeting Management: Outlook Calendar
Decision Making and Problem Solving: Readytalk
Conflict Management: Phone Call, Readytalk Video
Working Together to Produce or Review Documents: Sharepoint
Conclusion:
Success Factors Analyzed (D&S, p. 12-15)