The blog post talks about the conflicts that arise among teams mainly in workplace or any organization and how virtual teams are good and bad in handling these conflicts.
Considering the complex dynamics of virtual teams, understanding and managing conflict becomes a big challenge. Conflict can be both - constructive and destructive. When members of the team present different viewpoints about a task and positively contribute to decision making, it leads to constructive conflict.
This impacts collaborative efforts, hinders productivity and decrease morale. It is the key responsibility of a virtual team leader to prevent task-related disagreement to devolve into interpersonal conflict.
The first and foremost task is to ensure a strong and well-planned orientation at the time of project initiation. This is the time when ground rules are set, expectation clarified and responsibilities delegated. Good team building activities and icebreakers should also form part of the virtual team orientation session.
Members should be encouraged to share their backgrounds, past experiences and other informal information about themselves. This would help members to relate to each other.
Constant flow of communication should be encouraged. Different media can be used to share information and knowledge. Online discussion board in a shared virtual workspace is a great platform for virtual team members to discuss their opinions openly, voice their concerns and connect with each other in a relaxed and casual way.
This generates transparency and builds trust among the members. Thus people do not attribute any hidden agenda behind a task related disagreement. During the course of project, virtual team leader should promote team bonding activities outside work such as a 5 minute small talk session before project meetings etc.
Such actions keep the members engaged as well as committed to the common goal. Hiring people with right attitude along with their technical skills and knowledge is necessary.
Right attitude in the context of virtual teams means intercultural competence, tolerance and understanding.
This would reduce the situations of interpersonal conflicts among the members. Another cause of conflicts in virtual teams is lack of non-verbal features of communication including gestures, body language and facial expressions, especially when communication is done through emails.
Therefore, as much as possible the problem discussions should be done via videoconferencing and other rich synchronous media. Thus we see by keeping in mind such simple and inexpensive action steps, virtual team leaders can increase the productivity and commitment of their dispersed work teams.Conflicts in Teams Working in teams is growing throughout both the professional and academic environments.
The definition of a team is a group that has the . E-leadership Strategy in Virtual Organizations and Virtual Teams being used increasingly as a method for communication within professional and social groups (Kayworth & Leidner ). The term is used to refer to a wide (Virtual Teams) to fulfill designated tasks or projects, in which interaction and collaboration take place among.
The focus of groups is individual performance and actions within are geared toward it. All teams are groups, but teams are a special subset of Read More. Words 3 Pages. Groups and Teams Essay approaches to team building and group dynamics as well as to consider both conventional and virtual team building concepts.
Understanding Conflict in Virtual Teams: An Experimental Investigation using Content Analysis Souren Paul Southern Illinois University at Carbondale, [email protected] intra-group conflicts in virtual teams.
We analyzed the contents of the transcripts of GSS-based virtual teams and. Mar 05, · Leaders can foster cultural understanding by sharing cultural customs within the team.
To minimize conflict virtual teams should agree on team customs; ground rules for the way in . Virtual teams have uncertainty about roles within the group, how tasks will be delegated and accomplished, and how to use technology – these are just a few common examples.
Since this scenario provides great potential for misunderstanding, virtual team leaders must do all they can to clarify task responsibilities, roles, processes, and other.