the virtual team challenge3

The Virtual Team The Virtual Team ChallengeChallenge

By: Lance PoehlerBy: Lance Poehler

What are Virtual TeamsWhat are Virtual Teams

• A group of employees located in different A group of employees located in different locations who must collaborate to locations who must collaborate to accomplish tasks.accomplish tasks.

Virtual Team FactorsVirtual Team Factors

• GrowthGrowth– Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004). Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004).

The impact of team empowerment on virtual team performance: The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction. The moderating role of face-to-face interaction. Academy of Academy of Management Journal, 47Management Journal, 47, 175-192., 175-192.

• CommunicationCommunication– Wallace, P. (2004). The internet in the workplace: How new Wallace, P. (2004). The internet in the workplace: How new

technology is transforming work. Cambridge: Cambridge technology is transforming work. Cambridge: Cambridge University Press.University Press.

• DiversityDiversity– Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams. Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams.

San-Francisco: Jossey-Bass Publishers.San-Francisco: Jossey-Bass Publishers.

Virtual Team FactorsVirtual Team Factors

• Distance and TimeDistance and Time– Saunders, C., Van Slyke, C., & Vogel, D. R. (2004). My time or Saunders, C., Van Slyke, C., & Vogel, D. R. (2004). My time or

yours? Managing time visions in global virtual teams. yours? Managing time visions in global virtual teams. Academy of Academy of Management Executive, 18Management Executive, 18, 19-31., 19-31.

• TrustTrust– Cascio, W. F. & Shurygailo, S. (2003). “E-Leadership and virtual Cascio, W. F. & Shurygailo, S. (2003). “E-Leadership and virtual

teams.” teams.” Organizational Dynamics, 31Organizational Dynamics, 31, 362-376., 362-376.

Common PitfallsCommon Pitfalls

• SubgroupsSubgroups– Dahlin, K. B., Weingart, L. R. & Hinds, P. J. (2005). Team Dahlin, K. B., Weingart, L. R. & Hinds, P. J. (2005). Team

diversity and information usediversity and information use. Academy of Management Journal, . Academy of Management Journal, 4848, 1107-1123., 1107-1123.

• Conflict avoidanceConflict avoidance– Von Glinow, M. A., Shapiro, D. L., & Brett, J. L. (2004). Can we Von Glinow, M. A., Shapiro, D. L., & Brett, J. L. (2004). Can we

talk and should we? Managing emotional conflict in multicultural talk and should we? Managing emotional conflict in multicultural teamsteams. Academy of Management Review, 29. Academy of Management Review, 29, 578-592., 578-592.

• MisinterpretationsMisinterpretations– Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams. Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams.


Common PitfallsCommon Pitfalls

• Lack of Management CommunicationLack of Management Communication– Furst, S. A., Reeves, M., Rosen, B., & Blackburn, R. S. (2004), Managing Furst, S. A., Reeves, M., Rosen, B., & Blackburn, R. S. (2004), Managing

the Life Cycle of Virtual Teamsthe Life Cycle of Virtual Teams, Academy of Management Executive, Academy of Management Executive, 13, , 13, 6-20.6-20.

• Lack of Quality/Quantity of MeetingsLack of Quality/Quantity of Meetings– Cascio, W. F. & Shurygailo, S. (2003). “E-Leadership and virtual Cascio, W. F. & Shurygailo, S. (2003). “E-Leadership and virtual

teams.” teams.” Organizational Dynamics, 31Organizational Dynamics, 31, 362-376., 362-376.

– Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004). Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004). The impact of team empowerment on virtual team performance: The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction. The moderating role of face-to-face interaction. Academy of Academy of Management Journal, 47Management Journal, 47, 175-192., 175-192.

Suggested SolutionsSuggested Solutions

• Initial kickoff meeting (orientation)Initial kickoff meeting (orientation)– Devine, D. J. (2002). A review and integration of classification Devine, D. J. (2002). A review and integration of classification

systems relevant to teams in organizations. systems relevant to teams in organizations. Group Dynamics: Group Dynamics: Theory, Research, and Practice, 6Theory, Research, and Practice, 6, 291-310., 291-310.

• Culture-training courseCulture-training course– Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams. Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams.


• Good Communicatios NormsGood Communicatios Norms– Jarvenpaa, S. L., & Leidner, D. E. (1999). Communication and Jarvenpaa, S. L., & Leidner, D. E. (1999). Communication and

trust in global virtual teams. trust in global virtual teams. Organization Science, 10Organization Science, 10, 791-815., 791-815.


• Meeting NotesMeeting Notes– Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams. Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams.


• Social NetworksSocial Networks– Cummings, J. N. (2001). Work groups and knowledge sharing in a Cummings, J. N. (2001). Work groups and knowledge sharing in a

global organization. global organization. Academy of Management Proceedings, OBAcademy of Management Proceedings, OB, , D1-5.D1-5.

• Managing DifferencesManaging Differences– Saunders, C., Van Slyke, C., & Vogel, D. R. (2004). My time or Saunders, C., Van Slyke, C., & Vogel, D. R. (2004). My time or

yours? Managing time visions in global virtual teams. yours? Managing time visions in global virtual teams. Academy of Academy of Management Executive, 18Management Executive, 18, 19-31., 19-31.


• Conflict ResolutionConflict Resolution– Montoya-Weiss, M. M., Massey, A. P., & Song, W. (2001). Montoya-Weiss, M. M., Massey, A. P., & Song, W. (2001).

Getting it together: Temporal coordination and conflict Getting it together: Temporal coordination and conflict management in global virtual teams. management in global virtual teams. Academy of Management Academy of Management Journal, 44Journal, 44, 1251-1262., 1251-1262.

• Team LeadershipTeam Leadership– Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004). Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004).

The impact of team empowerment on virtual team performance: The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction. The moderating role of face-to-face interaction. Academy of Academy of Management Journal, 47Management Journal, 47, 175-192., 175-192.

Need for training?Need for training?

• The HP virtual team projectThe HP virtual team project– Dr. Schumacher was hired by HP to design Dr. Schumacher was hired by HP to design

a virtual team training simulationa virtual team training simulation• Confirms the need & interest of corporations.Confirms the need & interest of corporations.

Game DesignGame Design

• Paired-game designPaired-game design– Alpha vs. BetaAlpha vs. Beta

• Advisor Suggested StrategiesAdvisor Suggested Strategies• 6 fully automated simulated characters (Bots)6 fully automated simulated characters (Bots)

– Merged Photos and Voice RecordingsMerged Photos and Voice Recordings– 2 Virtual Advisor2 Virtual Advisor– 4 Virtual Team Members4 Virtual Team Members

• 14 external characters14 external characters– Social NetworkSocial Network

Game Design ElementsGame Design Elements

• PERT ChartPERT Chart• Detailed CalendarsDetailed Calendars

– Local Time ZonesLocal Time Zones• TutorialsTutorials• Tracked VariablesTracked Variables

– TrustTrust– OpennessOpenness– ProductivityProductivity– Process AlignmentProcess Alignment– Project VisionProject Vision

Player ChoicesPlayer Choices

• Schedule and Attend MeetingsSchedule and Attend Meetings– Face to FaceFace to Face– Video ConferenceVideo Conference– Phone ConferencePhone Conference

• NetworkNetwork• Work on TasksWork on Tasks• Work on Administrative DutiesWork on Administrative Duties• Check GraphsCheck Graphs• Meet with AdvisorMeet with Advisor

The Virtual Team The Virtual Team ChallengeChallenge

Lets BeginLets Begin

Initial TrialsInitial Trials

• Group ParticipationGroup Participation• Group Sizes: 6,12,5Group Sizes: 6,12,5• Length of Presentation: 2 hoursLength of Presentation: 2 hours• Identical Before & After QuestionnairesIdentical Before & After Questionnaires

Results of Initial TrialsResults of Initial Trials

Statistically Significant Changes

Questions X Y

I have NO experience or knowledge regarding virtual teams. Yes No

Developing trust among VIRTUAL team members is a critical success factor. Yes Yes

ENCOURAGING virtual team members to explore SOCIAL NETWORKS is a recommended practice for team leaders. Yes Yes

AWARENESS of cultural DIFFERENCES among team members is a KEY success factor for virtual teams. No No

EMAIL is the OPTIMAL way to communicate on a VIRTUAL team. No No

When time is running out on a task, VIRTUAL team members should communicate the situation with the team. No No

ALL virtual team members should be INVOLVED in creating and accepting the project OUTLINE and TIMELINE. Yes No

TASK FOCUS in virtual teams will help to PREVENT problems during the project. Yes Yes

It is IMPORTANT to SHARE your social and culture experiences with the team. No No

During the BEGINNING of the project team members should spend MORE time NETWORKING THAN working on TASK. Yes No

Face-To-Face meetings should be held at ONE location to maintain regularity. No No

Getting to know the members of the team on a PERSONAL level is important to team success. Yes No

What percentage of time do you think should be spent in meetings during project initiation? Yes No

What percentage of time do you think should be spent in meetings during the middle of the project? No No

What percentage of time do you think should be spent in meetings during the end of the project? No No

• X = Two-Sample Test of Means: Small SamplesX = Two-Sample Test of Means: Small Samples• Y = The Kolmogorov-Smirnov Two-Sample TestY = The Kolmogorov-Smirnov Two-Sample Test

• The change in 8 of the 15 questions is statistically The change in 8 of the 15 questions is statistically significantsignificant

• The direction of change of 7 of the 8 questions conforms to The direction of change of 7 of the 8 questions conforms to prior expectationsprior expectations

• 14 of the 15 questions did show an average improvement.14 of the 15 questions did show an average improvement.

• These are only the initial trial results. The results may These are only the initial trial results. The results may change as more participants take the Virtual Team change as more participants take the Virtual Team Challenge.Challenge.

Results of Initial Trials

CompetitionCompetition

• Training SimulationsTraining Simulations– Virtual Connection Virtual Connection

• Virtual@Work = $299/person/6-monthsVirtual@Work = $299/person/6-months

• SeminarsSeminars– The Fisher Group The Fisher Group ≈≈ $10000 $10000

• Contains training simulationContains training simulation– Synergest, Inc. Synergest, Inc. ≈≈ $4000 - $7300 $4000 - $7300

• Training VideosTraining Videos– Diversity Resources, Inc.Diversity Resources, Inc.

• Building the Virtual Team = $495 to $595Building the Virtual Team = $495 to $595

Predicted usePredicted use

• Training Tool for:Training Tool for:– CompaniesCompanies– UniversityUniversity

• Textbook publishersTextbook publishers– Disk InsertDisk Insert

• On-Site SeminarOn-Site Seminar• Purchase short term licensePurchase short term license

Future WorkFuture Work

• More participants neededMore participants needed– SuggestionsSuggestions– ReactionsReactions

• Adapt to business needsAdapt to business needs• Adapt to future technologyAdapt to future technology• The Virtual Team Challenge: Version 2?The Virtual Team Challenge: Version 2?

The Virtual Team ChallengeThe Virtual Team Challenge

Are you ready for training?Are you ready for training?

the virtual team challenge3

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