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The Handbook of High-Performance
Virtual TeamsA T O O L K I T F O R C O L L A B O R A T I N G
A C R O S S B O U N D A R I E S
Jill Nemiro Michael Beyerlein Lori Bradley Susan Beyerlein Editors
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The Handbook of High-Performance
Virtual TeamsA T O O L K I T F O R C O L L A B O R A T I N G
A C R O S S B O U N D A R I E S
Jill Nemiro Michael Beyerlein Lori Bradley Susan Beyerlein Editors
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Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved.
Published by Jossey-BassA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.
Readers should be aware that Internet Web sites offered as citations and/or sources for further informa-tion may have changed or disappeared between the time this was written and when it is read.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifi cally disclaim any implied warranties of merchant-ability or fi tness for a particular purpose. No warranty may be created or extended by sales representa-tives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profi t or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging-in-Publication Data
The handbook of high-performance virtual teams : a toolkit for collaborating across boundaries / Jill Nemiro . . . [et al.]. p. cm. Includes bibliographical references and indexes. ISBN-13: 978-0-470-17642-9 (cloth) 1. Virtual work teams—Management—Handbooks, manuals, etc. 2. Teams in the workplace— Management—Handbooks, manuals, etc. 3. Performance—Management— Handbooks, manuals, etc. I. Nemiro, Jill E., 1954- II. Title: High-performance virtual teams. HD66.H36 2008 658.4'022—dc22 2007028792
Printed in the United States of America
FIRST EDITION
HB Printing 10 9 8 7 6 5 4 3 2 1
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iii
C O N T E N T S
Web Ancillaries viii
Figures, Tables, and Exhibits ix
Acknowledgments xiii
The Editors xv
The Contributors xix
The Challenges of Virtual Teaming 1
Jill Nemiro, Lori Bradley, Michael Beyerlein, Susan Beyerlein
PRINCIPLES OF HIGH-PERFORMANCE VIRTUAL TEAMS 27
PA R T O N E Working Collaboratively 29
O N E A Framework for Working Across Boundaries 31
Michael Beyerlein, Jill Nemiro, Susan Beyerlein
T W O Design Principles for Successful Virtual Teams 59
Gail Goodrich Harwood
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Contentsiv
PA R T T W O Building a Collaborative Culture 85
T H R E E The Three-Fold Path of Expanding Emotional 87Bandwidth in Virtual Teams
Trina Hoefl ing
F O U R Getting Virtual Teams Right the First Time: Keys 105to Successful Collaboration in the Virtual World
Linda M. L. Peters, Charles C. Manz
F I V E Sensemaking to Create High-Performing Virtual Teams 131
Gina Hinrichs, Jane Seiling, Jackie Stavros
S I X Trust Building Online: Virtual Collaboration and 153the Development of Trust
Chris Francovich, Michelle Reina, Dennis Reina, Christopher Dilts
PA R T T H R E E Leading Collaboratively 177
S E V E N Transformational Leadership Attributes for Virtual 179Team Leaders
David Braga
E I G H T Going Beyond Leadership Style: When and How Do 195We Lead Change?
Dina M. Mansour-Cole
N I N E Leading Virtual Teams: Potential Problems 213and Simple Solutions
Thomas A. O’Neill, Rhys J. Lewis, Laura A. Hambley
DESIGNING HIGH-PERFORMANCE VIRTUAL TEAMS 239
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Contents v
PA R T F O U R Setting Up a Collaborative Team 241
T E N Team Composition and Member Selection: 243Optimizing Teams for Virtual Collaboration
Kara L. Orvis, Stephen J. Zaccaro
E L E V E N Generational Differences in Virtual Teams 263
Emanuel Brady, Lori Bradley
T W E LV E Assessing Training Needs for Virtual 273Team Collaboration
Marilyn Sawyer Wesner
T H I R T E E N Design Concepts for Virtual Work Systems 295
Jodi Heintz Obradovich, Philip J. Smith
PA R T F I V E Working on a Collaborative Team 329
F O U R T E E N The Technology That Supports Virtual 331Team Collaboration
Lori Bradley
F I F T E E N Training for Virtual Collaboration: Beyond 345Technology Competencies
Arie Baan, Martha Maznevski
S I X T E E N Combating Confusion: Virtual Teams 367That Cross Borders
Sue Freedman
S E V E N T E E N Problem Solving in Virtual Teams 391
David Braga, Steve Jones, Dennis Bowyer
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Contentsvi
E I G H T E E N Correcting Chronic Decision-Making 405Problems Through Effective Collaboration
Mehran Ferdowsian
PA R T S I X Tools and Assessments for Collaboration 439
N I N E T E E N Tools for Effective Virtual Team Start-Ups 443
Kimball Fisher
T W E N T Y Tools for Effective Virtual Team Meetings 461
Dipti Gupta, Lori Bradley, Terence Yeoh
T W E N T Y- O N E VEtiquette: What Is the Etiquette 479of Virtual Teams?
Mal Conway, Jack Jennings, Curt Raschke, Mary B. Witort,
Michael Beyerlein
T W E N T Y- T W O Creativity Techniques for Virtual Teams 491
Jill Nemiro
T W E N T Y- T H R E E Using Assessments to Predict Successful 533Virtual Team Collaboration Performance
Scott K. Filgo, Scott Hines, Scott Hamilton
T W E N T Y- F O U R Building the Business Case to Executives 553for Virtual Teams
Michael Beyerlein, Susan Beyerlein
REAL WORLD EXAMPLES OF HIGH-PERFORMANCE 569VIRTUAL TEAMS
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Contents viivii
PA R T S E V E N Case Studies 571
T W E N T Y- F I V E Virtual Teams in Medical Care Delivery 575
Steven K. Rothschild, Stan Lapidos
T W E N T Y- S I X Distributed Work: Using Data to Drive 591Business-Focused Decision Making
Anita Kamouri, Eric Richert
T W E N T Y- S E V E N Virtual Collaboration in 619a Matrix Organization
Amy Kates, Paul J. Erickson
T W E N T Y- E I G H T Knowledge Transfer and Learning 653on Virtual Design Teams
Jude G. Olson
PA R T E I G H T Conclusion 679
T W E N T Y- N I N E Collaboration in the Real World: Virtual 681Team Key Take-Away Principles That Work
Michael Beyerlein, Lori Bradley, Jill Nemiro, Susan Beyerlein
T H I R T Y The Virtual, Networked Organization: How 693One Company Became Transparent
Jeffrey Stamps, Jessica Lipnack
Name Index 707
Subject Index 717
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W E B A N C I L L A R I E S
Readers are invited to review and download the supplementary Web materials
for The Handbook of High-Performance Virtual Teams: A Toolkit for Collaborat-
ing Across Boundaries. These materials include a variety of assessment surveys,
practical tools, and additional chapters and references to assist in developing high-
performing virtual teams. Related items on the Web have been listed at the end of
relevant chapters in the handbook.
The supplementary Web materials are available FREE on-line at www.wiley
.com/go/virtualteamshandbook.
For information concerning the Instructor’s Manual, which includes chapter
summaries, discussion questions, relevant reading lists, and suggestions for writ-
ing assignments and class activities, go to www.wiley.com/college.
Thank you,
Jill Nemiro, Michael Beyerlein, Lori Bradley, and Susan Beyerlein, Editors
viii Web Ancillaries
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F I G U R E S , T A B L E S , A N D E X H I B I T S
F I G U R E S
Figure I.1 The Path Toward High-Performance Virtual Teams 5
Figure 1.1 Permeability of Boundaries 39
Figure 1.2 Four Team Members Inside Silos: Beginning to 40
Build a Shared Culture
Figure 2.1 2 � 2 Leadership Matrix 65
Figure 3.1 Road Map to Expanded Emotional Bandwidth 92
Figure 4.1 Drivers of Virtual Collaboration 108
Figure 5.1 The Sensemaking Process for Virtual Teams 135
Figure 5.2 The Five C’s of Conversations and Relationships 144
Figure 6.1 Reina Trust and Betrayal Model 157
Figure 6.2 Transactional Trust 158
Figure 6.3 Query Space 162
Figure 6.4 Group View of the Query Space 163
Figure 6.5 The Discussion Center 164
Figure 8.1 Leadership Action Model for Fair Change 198
Figure 9.1 Three Functions of a Virtual Team Leader 214
Figure 9.2 The Feedback Loop 217
Figure 10.1 Conceptual Framework for Team Staffi ng Strategy 248
Figure 12.1 Relationship Between Organizational Needs Analysis 278
and Training Needs Assessment
Figure 13.1 A Breakdown in Performance in a Virtual Work System 300
Figure 13.2 Simplifi ed Organization Chart of a U.S. Army Corps 308
Figure 13.3 Display with the Telepointer 317
ix
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Figure 15.1 Three Critical Success Factors for Virtual Teams 351
Figure 15.2 T3 Module Scores for the Global HR Support Team 358
Figure 16.1 Cultural Dimensions Relevant to Team Performance 376
Figure 17.1 Six-Step Problem-Solving Process for Simple Problems 397
Figure 18.1 Proposed Decision-Making Model 434
Figure 19.1 The Social and Technical Systems 445
Figure 19.2 The Social, Technical, and Environmental Systems 446
Figure 19.3 The Personal, Social, Technical, and 447
Environmental Systems
Figure 22.1 Force Field Analysis Model 499
Figure 22.2 Mind Map Generated Through Mind-Mapping Software 504
Figure 22.3 Complex Mind Map Generated Through 505
Mind-Mapping Software
Figure 26.1 Black Box Decision Making 593
Figure 26.2 Data-Driven Decision Making 595
Figure 26.3 Strategic Choice Model 599
Figure 26.4 Infrastructure Scenario Alternatives 602
Figure 27.1 Example of a Typical Matrix Organization 623
Figure 27.2 Sample Relationship Map 634
Figure 27.3 The Four C’s of Trust 635
Figure 27.4 Sample Responsibility Chart 643
Figure 30.1 Hierarchy Network with Hubs 699
Figure 30.2 The 80/20 Power Law at Eleum 700
Figure 30.3 Distribution of Positions by Level 701
TA B L E S
Table I.1 Handbook Chapters Relating to Each Virtual 14
Team Challenge
Table 1.1 Cultures for High and Low Creativity 46
Table 1.2 When to Use Different Types of Virtual 53
Team Leadership Structures
Table 2.1 Example of a Roles and Decision Accountability Matrix 72
Table 2.2 Types of Measures 74
Table 4.1 Summary of Actions to Promote Successful 121
Virtual Collaboration
x Figures, Tables, and Exhibits
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xi
Table 5.1 Weick’s Seven Properties of Sensemaking and Related 137
Challenges for Virtual Teams
Table 7.1 Transformational Versus Transactional Characteristics 183
Table 8.1 Communicative Indicators: Questions and Comments 202
Made by Team Members That Signal Their Justice Concerns
Table 8.2 Justice Indicators for Leadership Action 205
Table 10.1 Example Knowledge and Skills Matrix 256
Table 10.2 Example of Need for Skills Based on Mission Parameters 257
Table 11.1 Generational Group Affi liations and 266
General Characteristics
Table 12.1 Unobtrusive and Obtrusive Data Collection Methods 277
Table 12.2 Training Needs Assessment Questions Categorized 286
by Level of Analysis
Table 13.1 Case Studies and Themes of Best Practices 297
for Virtual Work Systems
Table 13.2 Virtual Work Systems Best Practices 323
and Recommendations
Table 14.1 A Tool for Assessing Collaborative Technology 334
Table 14.2 Virtual Collaborative Options in the Absence of 341
a Face-to-Face Meeting
Table 15.1 Modules in the T3 Training Program 356
Table 16.1 Strategies for Developing High-Performing 384
International Project Teams
Table 18.1 Consultation: Benefi ts, Impact, and Application 408
Table 18.2 Pros and Cons of Collaboration and 415
Decision-Making Methods
Table 18.3 Virtual Collaboration and Decision-Making Principles 429
Table 18.4 Rules of Engagement and Procedure: Individual 430
Roles, Responsibilities, and Mutual Expectations
Table 18.5 Essential Prime Requisites for Effective Consultation 432
Table 20.1 Guidelines for When to Hold Virtual Team Meetings 463
Table 20.2 Matching Technology to Degree of Collaboration 472
Table 20.3 Matching Technology to Tasks 473
Table 22.1 Example of a Sequential-Attributes Matrix 510
Table 22.2 Creativity Techniques Categorized by Selection Criteria 525
Table 26.1 Example Key Success Factors 598
Figures, Tables, and Exhibits
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Table 26.2 Example System of Infrastructure Support 601
Table 26.3 Example Work Profi le Dimensions 607
Table 26.4 Example Work Style and Preference Dimensions 609
Table 26.5 Distributed Work Implementation Considerations 613
Table 27.1 Principles and Tools for Designing a Matrix Organization 630
Table 27.2 Relationship Health Check 645
E X H I B I T S
Exhibit 3.1 Session Agenda Template 97
Exhibit 7.1 Survey Matrix of Questions 188
Exhibit 9.1 What Virtual Team Leaders Need to Do and When They
Need to Do It 231
Exhibit 20.1 Sample Meeting Notice and Agenda 471
Exhibit 20.2 Checklist of Actions to Take During the Premeeting Stage 474
Exhibit 20.3 Checklist of Actions to Take During a Virtual Team Meeting 476
Exhibit 20.4 Checklist of Postmeeting Actions 477
Exhibit 22.1 Sample Force Field Analysis Worksheet 500
Exhibit 24.1 Checklist for Business Case Preparation 565
Exhibit 25.1 Personal Diabetes Record 583
xii Figures, Tables, and Exhibits
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xiii
A C K N O W L E D G M E N T S
The editors and the nearly fi fty chapter authors of this handbook were a virtual team, with 100 percent of the collaborative process of authoring and editing this project being done virtually. As an edi-
torial virtual team, we offer our sincere appreciation and thanks to
all the authors who contributed chapters. Not only have they offered
through their contributions valuable wisdom and expertise for those
undertaking the challenges of working virtually, but they have also
shown themselves to be successful virtual collaborators themselves.
No virtual endeavor can sustain itself without a constant guiding force. We acknowl-
edge and thank our senior editor at Jossey-Bass, Kathe Sweeney, who has been
that guiding force for us. It was Kathe’s initial excitement about our project that
propelled this handbook into reality. And at every step through its development,
Kathe has offered us enthusiasm, patience, fl exibility, knowledge of the market-
place, and a keen editorial eye. For that, we are most grateful. We also express
thanks to Beverly Miller for her careful manuscript editing, and to all the mem-
bers of the Jossey-Bass team who collaborated with us in the creation of this
handbook. We also acknowledge a friend and colleague who provided a wealth of
both theoretical and practical knowledge on virtual teams, Susan G. Cohen. Her
research contributed immensely to the understanding of new ways of working.
Her presence in this fi eld is and will continue to be sorely missed.
Working virtually stretches the balance between work and personal lives. To
that end, Jill Nemiro wishes to thank David Foster, who has been her unwavering
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support system, offering love and encouragement all along the way. She also
wishes to acknowledge the source of her creative energy: Sara, Rachel, and Mikey.
Jill would also like to acknowledge Rabbi Carole L. Meyers, who inspired and
taught so many through her wisdom, selfl essness, warmth, and keen sense about
what is truly important in life. Rabbi Meyers was the quintessential collaborator.
Every team that Michael and Susan Beyerlein have worked with to write books
and grant proposals has taught them something useful about virtual collabora-
tion. In addition to their coeditors on this book, they acknowledge the following
people they have worked with virtually: Sue Freedman, Craig McGee, Linda
Moran, Jerry Klein, Laurie Broedling, Frances Kennedy, Steve Jones, Yue Lin,
Marty Bink, Barbara McCombs, and Anne Rinn. Hundreds of hours of telecon-
ferences with these people have provided an excellent learning environment.
Many lessons have been shared at our Center for Collaborative Organizations
conferences about team effectiveness, but it takes the experience of working in
relationships with diverse, talented people on challenging projects across time
zones to make the lessons three-dimensional.
Lori Bradley also wishes to extend her deepest love and gratitude to Roger
Duke, whose unwavering support and encouragement during the writing of this
book meant the world to her.
Finally, we, as the editors of this handbook, wish to thank one another for not
only advancing our own understanding of virtual collaboration, but also for
demonstrating that being colocated is not necessary to display true friendship. As
a team, we bonded at a level above and beyond the tasks of creating this hand-
book. We leave this project with respect and admiration for one another.
Acknowledgments
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T H E E D I T O R S
Jill Nemiro is an associate professor in the Psychology and Sociology Department
at California State Polytechnic University, Pomona, and an adjunct professor in
the Human Resources Design Master’s Program at Claremont Graduate Univer-
sity. Her research interests are in the areas of organizational and team creativity
and the virtual workplace. She has published numerous articles and book chap-
ters and presented papers and workshops at professional conferences on the top-
ics of creativity and virtual teams. She authored Creativity in Virtual Teams: Key
Components of Success (2004) and coedited The Collaborative Work Systems Field-
book: Strategies, Tools, and Techniques (2003). Nemiro consults and offers work-
shops to organizations on creativity in virtual teams. She also consults in the areas
of creativity training, instructional design, and program evaluation. For many
years, she worked in the entertainment industry as a fi lm and videotape editor,
specializing in management training and corporate videos, children’s television
programs, and documentaries. Nemiro received her Ph.D. in organizational psy-
chology from Claremont Graduate University.
�Michael Beyerlein is head of the Department of Leadership and Supervision at
Purdue University. Formerly, he was director of the Center for Collaborative
Organizations and professor of industrial/organizational psychology at the
University of North Texas. His research interests include all aspects of collabora-
tive work systems, organization transformation, creativity and innovation, knowl-
edge management, and the learning organization. He has been a member of the
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xvi
editorial boards for TEAM Magazine, Team Performance Management Journal,
and Quality Management Journal and senior editor of the Elsevier annual series
Advances in Interdisciplinary Studies of Work Teams and the Jossey-Bass/Pfeiffer
Collaborative Work Systems series. He has authored or edited nineteen books,
including Guiding the Journey to Collaborative Work Systems: A Strategic Design
Workbook (2004) and Collaborative Capital (2005). He received his Ph.D. in
industrial-organizational psychology from Colorado State University.
�Lori Bradley, executive director of Organizational Effectiveness for Wyeth Phar-
maceuticals, recently completed doctoral course work in industrial/organizational
psychology at the University of North Texas. Her research and practice areas
include collaborative systems and technology, virtual teams and facilitation, orga-
nizational learning and executive development, and strategic talent management.
As a consultant, she has designed virtual facilitator training programs for an
international banking company. Based on emerging best practices in virtual
meeting, these training programs help companies strengthen collaboration and
increase meeting effectiveness by preparing facilitators to conduct multisite inter-
national meetings by video- or teleconference using collaborative software and
group support systems. Bradley has worked in the defense, aerospace, medical,
banking, real estate, and information services industries and has thirteen years of
experience in designing and facilitating training programs and working with
cross-functional teams in the aviation industry. She is a member of the Interna-
tional Association of Facilitators, the Academy of Management, and the Society
for Industrial and Organizational Psychology.
�Susan Beyerlein is a research associate with the Center for Collaborative Organi-
zations at the University of North Texas. From 1995 to 2005, she was an instructor
of business and psychology at Our Lady of the Lake University in Irving, Texas.
She also has served as a research scientist–project manager with the Center for
Collaborative Organizations at the University of North Texas and has been a
recipient of research grant awards from the Association for Quality and Participa-
tion, the National Science Foundation, and corporate donors. Since 1995, she has
The Editors
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xvii
coedited the Elsevier/JAI Imprint annual book series Advances in Interdisciplin-
ary Studies of Work Teams and has served as a reviewer for the Academy of Man-
agement Review. She has been an editor of the Jossey-Bass/Pfeiffer Collaborative
Work Systems series since its inception. Beyerlein has published book reviews on
contemporary business offerings in Business and the Contemporary World, and
her work has also appeared in Structural Equation Modeling: A Multidisciplinary
Journal, Journal of Management Education, Empirical Studies of the Arts, and Mul-
tiple Linear Regression Viewpoints. She is a member of the Academy of Manage-
ment, Beta Gamma Sigma (the honor society for collegiate schools of business),
and Phi Kappa Phi National Honor Society. She received her Ph.D. in organiza-
tion theory and policy with a minor in educational research from the University
of North Texas.
The Editors
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xix
T H E C O N T R I B U T O R S
Arie Baan has his own independent consultancy company that provides
consultancy, facilitation, and training in the area of virtual teamworking compe-
tence and supports organizations in creating and maintaining effective working
environments for their virtual teams. He has worked most of his career in a large
multinational oil company, in information science research and information tech-
nology management positions. Supporting the rapid globalization in the 1990s
from the IT management perspective, he became interested in the topics of vir-
tual teamworking and distant collaboration that are enabled by IT and designed
and delivered learning programs for supporting team competency development
in this area. He received his Ph.D. in information science from Eindhoven
University in the Netherlands.
�
Dennis Bowyer has been supporting teaming and virtual team development since
1997. Presently he is promoting team effectiveness in the areas of knowledge
discovery, capture, and reuse at Pratt and Whitney Rocketdyne. His activities
include the development of collaborative processes in information life cycle
management and institutionalizing innovation. He recently earned a master ’ s in
knowledge management at California State University at Northridge and holds
an Ed.D. from Pepperdine University in organizational leadership.
�
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The Contributorsxx
Emanuel Brady is vice president of information technology for Raytheon Company ’ s
Space and Airborne Systems (SAS) and a member of the SAS leadership team. Pre-
viously he was vice president of information technology for Raytheon ’ s Electronic
Systems business, leading the development and implementation of enterprise - wide
information systems fully aligned with Electronic Systems ’ business strategies. Brady
received an M.B.A. from the University of Southern California.
�
David Braga is a program manager at the Boeing Company in charge of a multi-
billion - dollar fl eet modernization project of a U.S. Air Force military transport,
the C - 17. In 1986, he joined Boeing and has held a variety of engineering man-
agement positions in both the military and commercial aircraft divisions. He is a
frequent conference speaker on the subject of knowledge networks and global
leadership. He received a doctorate in education, specializing in organiza-
tional leadership, from Pepperdine University.
�
Mal Conway is an IBM - certifi ed business transformation managing consultant
with IBM Global Business Services Public Sector Human Capital Management
practice. His organization development specialization expertise is in improving
and measuring organizational, team, and individual performance to achieve busi-
ness results. He has worked with clients in both the public and private sectors.
�
Paul J. Erickson is a consultant with Downey Kates Associates, an organization
design and development consulting fi rm in New York City. He works with organi-
zations and leadership teams to help them assess their organizational capabilities,
evaluate options, and improve effectiveness. A skilled writer, researcher, and
course designer, he assists clients in distilling complex data into clear messages
and actionable programs. In addition to management consulting, Erickson is an
editor and consultant in the fi eld of academic publishing, with a focus on the
humanities and social sciences, particularly the fi eld of international relations.
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The Contributors xxi
He is the editor of Connections, a journal published by the Partnership for Peace
Consortium of Defense Academies.
�
Mehran Ferdowsian is the founder and general manager of Nur Management
Solutions consulting fi rm. He has over twenty - four years of work experience at
the national and international levels in engineering, manufacturing, and R & D
communities and the development and implementation of programs dealing
with people and effective business operations. He has worked for a Fortune 100
company, owned and managed a small business, and taught a number of business
and engineering courses. He has led teams in developing mission - critical com-
puter systems and value - added people programs in the areas of organization,
workforce development, and business operations. He holds a doctoral degree in
management and organizational leadership from the University of Phoenix.
�
Scott K. Filgo is senior research analyst for Harcourt Assessment ’ s Talent Assess-
ment team, pursuing product development projects, client - services research, and
technical documentation. During the drafting of this chapter, he was the senior
research associate for Profi les International. He was granted a master ’ s of educa-
tional psychology (I/O concentration) by the University of Central Texas.
�
Kimball Fisher is the cofounder of the Fisher Group, a training and consulting
fi rm that specializes in developing effective teams and leaders. Prior to becoming
a consultant, he worked as a manager and staff specialist at Procter and Gamble
and Tektronix. He is the author of The Distance Manager: A Hands - On Guide to
Managing Off - Site Employees and Virtual Teams (with Mareen Fisher), Leading
Self - Directed Work Teams: A Guide to Developing New Team Leadership Skills, The
Distributed Mind: Achieving High Performance Through the Collective Intelligence
of Knowledge Work Teams (with Mareen Fisher), and Tips for Teams (with others).
He was the fi rst recipient of the prestigious William G. Dyer Award for contributions
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The Contributorsxxii
to the fi eld of organizational behavior. Fisher has a master ’ s degree in organiza-
tional behavior from Brigham Young University.
�
Chris Francovich is an assistant professor in Gonzaga University ’ s doctoral pro-
gram in leadership studies and a senior research analyst for the Northwest
Regional Faculty Development Center in Boise, Idaho. This work focuses post-
graduate medical education in ambulatory medical clinics. His research group is
working to identify and understand operational subcultures and the reciprocal
effects of the clinic environment and the teaching mission on patient care. He also
works with the Reina Trust Building Institute, which is devoted to building and
sustaining trust in the workplace. His work has involved the design and manage-
ment of Web - based technology to facilitate the development of trust in distrib-
uted teams. Francovich has an Ed.D. in curriculum and instruction from Boise
State University. His specialty area is postgraduate medical education.
�
Sue Freedman is president and founder of Knowledge Work Global, a consult-
ing fi rm specializing in the design and management of technology - based orga-
nizations, and adjunct professor at the University of Texas at Dallas, teaching in
both the Executive Education Project Management Program and regular M.B.A.
program. She is also codeveloper, with Lothar Katz, of the Managing Projects
Across Borders Program. She has worked with a host of organizations, includ-
ing Hitachi Data Systems, the 7 – 11 Corporation, AmeriCredit Corporation,
AMR Services, American Airlines, and Lockheed Martin. Previously she was
the manager of organizational effectiveness at Texas Instruments, serving the
Defense Group and at the corporate level. She is coauthor of Beyond Teams:
Building the Collaboration Organization. She is treasurer of the Dallas - Fort
Worth Product Development Management Association and an active member
of the University of North Texas Virtual Collaboration Research Group. She
holds a Ph.D. in instructional design and personnel development from Florida
State University.
�
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The Contributors xxiii
Dipti Gupta is nearing completion of her doctoral program in industrial/
organizational psychology at the University of North Texas, Denton. She has been
involved with various projects at the Center of Collaborative Organizations, includ-
ing needs assessment, return on team investment, training and development, and
facilitation. She is serving as the industrial/organizational Ph.D. intern at the BNSF
Railway Company. She is heavily involved among other projects with moving the
company from paper - and - pencil to online testing. Her research and practice areas
include virtual collaboration, selection and assessment, online testing, and lead-
ership development. She is a member of the Society for Industrial and Organiza-
tional Psychology and Dallas Area Industrial and Organizational Psychologists.
�
Laura A. Hambley is in the process of setting up a consulting company focusing
on virtual leadership and teamwork. She has over seven years of experience pro-
viding organizational consulting to public and private organizations in Calgary,
as well as internationally. Her work has included leadership development and
selection assessments, team building, career planning, training, competency mod-
eling, and organization surveys and studies. Her research focuses on virtual lead-
ership and teamwork and telework. She is interested in how virtual leaders can
more effectively lead teams through different communication media. Her publi-
cations include chapters in the forthcoming Growing the Virtual Workplace: An
Integrative Approach, as well as forthcoming research papers in two journals:
Organizational Behavior and Human Decision Processes and the International Jour-
nal of e - Collaboration ’ s special issue on virtual team leadership. She received her
Ph.D. in industrial/organizational psychology from the University of Calgary.
�
Scott Hamilton is the senior vice president and director of research and develop-
ment for Profi les International. He supervises a team of professional employees
and consultants while coordinating research and development for the company
to serve business, industry, government, and nonprofi t organizations. He received
his Ph.D. from the University of North Texas.
�
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The Contributorsxxiv
Gail Goodrich Harwood is a senior consultant affi liated with the Continuous
Learning Group, specializing in organization design, large - scale change, and lead-
ership strategies for high performance. She has supported performance and
change efforts for a major food company and a major pharmaceutical fi rm. She
also has extensive experience as an internal consultant at United Airlines, where
she was manager of organizational development and lead consultant on a num-
ber of change, organization design, and start - up initiatives. She is listed in Who ’ s
Who of American Women and has served on the board of the Organization Design
Forum (ODF), has cochaired the ODF global conference, and has presented at
Organizational Design Forum, Organization Development Network, and Ecology
of Work conferences. She received an M.B.A. from the University of Chicago and
the certifi cate in organization design from the University of Southern California ’ s
Center for Effective Organizations.
� Scott Hines is a research associate at Profi les International, where he conducts
statistical projects for product development and develops white papers for prod-
ucts and services. He received his M.S. from Stephen F. Austin State University.
� Gina Hinrichs is president of Hinrichs Consulting, an organizational develop-
ment consulting fi rm. She works with organizations by applying strength - focused
whole system approaches to continuously improve and deal with transforma-
tional change. Her focus has been working with leadership on strategic planning
and translating it into global operations. This has involved extensive facilitation
of face-to-face and virtual teams. Her clients include John Deere, Navistar —
International Truck, Medical Associates Clinics, Schneider International, U.S.
Cellular, and numerous social profi t organizations. She is an adjunct professor for
Capella University and Benedictine University, teaching organizational behavior
and development courses. She earned a doctorate in organizational development
from Benedictine University and an M.B.A. from the Kellogg School of Manage-
ment at Northwestern University.
�
flast.indd xxivflast.indd xxiv 1/9/08 12:52:29 AM1/9/08 12:52:29 AM
-
The Contributors xxv
Trina Hoefl ing founder of GroupOne Solutions, LLC, is an organizational
psychologist, executive coach, and business development consultant with over twenty -
fi ve years of experience in organization development, management consulting,
coach ing, and training. Her primary consulting work includes organizational assess-
ments, organizational and team consulting, shadow consulting, individual coaching,
implementation of virtual work initiatives and remote management, and speaking
engagements. She has presented internationally on many subjects, including vir-
tual work, creating and maintaining customers for life, developing bench strength,
and virtual teaming. She is the author of Working Virtually: Managing People for
Successful Virtual Teams and Organizations. She holds two M.A.s in industrial/
organizational psychology and communication with a group and business
emphasis.
�
Jack Jennings is an information technology (IT) operations manager with over
twenty - fi ve years of experience in technical and managerial roles within IT,
including the last seventeen years at Sprint. Over the past eight years, he has led
many virtual teams and extensively studied virtual teams. He is a member of the
Virtual Collaboration Research Group Advisory Board and Collaborative Work
Systems Consortium, associated with the Center for Collaborative Organizations
at the University of North Texas.
�
Steve Jones is an associate professor at Middle Tennessee State University. He has
twenty - fi ve years of experience consulting in organizations as diverse as manu-
facturing plants, health care facilities, retail outlets, insurance companies, military
installations, and universities. His areas of experience include team building,
problem solving, business strategy development, training, performance measure-
ment, and incentive plan design. He has published three books on work teams
and speaks at national and international conferences. He holds a Ph.D. from the
University of Houston in industrial/organizational psychology.
�
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-
The Contributorsxxvi
Anita Kamouri is a principal and cofounder of Iometrics, which provides
consulting services that support organizational effectiveness through the
design, implementation, and evaluation of work environments for mobile and
distributed workforces. She brings over twenty years of consulting experience
with Fortune 500 companies. Kamouri has assisted clients with global work
environment initiatives using strategic decision frameworks, data - based plan-
ning, comprehensive employee profi ling, measurement programs, and research
evaluating the business - related impact of alternative workplace arrangements.
Prior to joining Iometrics, Kamouri was managing principal at HRStrategies
(now Aon Consulting). She was the practice leader in human resource outsourc-
ing services and opened the fi rm ’ s west coast offi ce. She received her Ph.D. in
industrial/organizational psychology from Bowling Green State University.
�
Amy Kates is a principal partner with Downey Kates Associates, an organization
design and development consulting fi rm in New York City. She works with lead-
ers and their teams around the world to assess organizational issues, reshape
structures and processes, and build depth of management capability. Kates is
coauthor, with Jay Galbraith, of the book Designing Your Organization (2007),
and, with Jay Galbraith and Diane Downey, of Designing Dynamic Organizations:
A Hands - On Guide for Leaders at All Levels (2002). Her article on (Re)Designing
the Human Resource Function (2006) was awarded the Walker Prize by the Human
Resource Planning Society.
�
Stan Lapidos is the manager of the Virtual Integrated Practice Project (VIP)
at Rush University Medical Center in Chicago. He has authored or coauthored
four articles on the project and has presented on the VIP model of team care at
several national conferences and at academic and health care organizations in the
United Kingdom and Israel. In addition, he is co - investigator and project coordi-
nator for several other interdisciplinary team projects at Rush. He is a faculty
member at Rush University and an adjunct faculty member at the Loyola Univer-
sity Chicago School of Social Work. Lapidos received a master ’ s degree in aging
flast.indd xxviflast.indd xxvi 1/9/08 12:52:30 AM1/9/08 12:52:30 AM
-
The Contributors xxvii
and long - term care from the Center for Studies in Aging at the University of
North Texas.
� Rhys J. Lewis is completing the Ph.D. at the University of Western Ontario. Lewis
is funded through a doctoral grant from the Social Sciences and Humanities
Research Council and is conducting research on fairness in hiring decisions and
performance evaluation.
� Jessica Lipnack is CEO and cofounder of NetAge, www.netage.com , a consul-
tancy based in Boston, Massachusetts. She is coauthor with Jeffrey Stamps of six
books, including Networking (Doubleday), The TeamNet Factor, The Age of the
Network, and Virtual Teams (all John Wiley & Sons), and many articles and book
chapters. Their books have been translated around the world. An early online net-
worker, Jessica maintains Endless Knots, www.netage.com/endlessknots , an active
blog, and tends an informal global network of people interested in virtual teams,
networks, and collaboration. A yoga practitioner and knitter, she also writes
novels, short stories, and essays.
� Dina M. Mansour - Cole is an associate professor of organizational leadership
and supervision at Indiana University Purdue University Fort Wayne (IPFW).
She has several publications in the areas of leadership, change, and team develop-
ment. Her service to leadership and team development has been recognized
locally for her outreach program, GLO: Girls Leading Others, a summer camp for
middle school girls, and nationally, by the Girl Scouts of the United States of
America. Her teaching innovations and course designs have been recognized by
the Indiana University Faculty Colloquium on Excellence in Teaching, and she is
currently a teaching fellow at IPFW. She received her Ph.D. in management of
organizations from the University of Cincinnati.
�
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-
The Contributorsxxviii
Charles C. Manz is the Nirenberg Chaired Professor of Leadership in the Isenberg
School of Management at the University of Massachusetts. Formerly a Marvin
Bower Fellow at the Harvard Business School, he is a speaker, consultant, and
best - selling author of over two hundred articles and scholarly papers and twenty
books, including Mastering Self - Leadership (4th ed.); Fit to Lead; The New Super-
Leadership; The Power of Failure; Foreword magazine best - book - of - the - year and
Gold Award winner Emotional Discipline; and Stybel - Peabody National Book
Prize - winning SuperLeadership. His clients have included 3M, Ford, Xerox,
General Motors, Procter & Gamble, American Express, the Mayo Clinic, Banc
One, the U.S. and Canadian governments, and many others. He received his Ph.D.
from The Pennsylvania State University.
�
Martha Maznevski is professor of organizational behavior and international
management at the International Institute for Management Development (IMD)
in Lausanne, Switzerland. She is codirector of IMD ’ s fl agship Program for Execu-
tive Development and the new Strategic Leadership for Women program, as well
as many company programs. Her research focuses on the dynamics of high -
performing teams and networks in multinational organizations and managing
people in global complexity. She teaches on topics spanning a broad range of
organizational behavior topics, and she has presented and published widely on
these subjects. She is the author of The Blackwell Handbook of Global Management:
A Guide to Managing Complexity and a coauthor of a popular textbook, Interna-
tional Management Behavior, currently preparing the sixth edition. She has served
as a consultant and advisor to public and private organizations in North America,
Europe, and Asia on issues of managing people globally. She received her Ph.D. in
organizational behavior from the University of Western Ontario.
�
Jodi Heintz Obradovich is a cognitive systems engineer at Intel Corporation,
where she works in the User Centered Design Group. Her work includes under-
standing nurses ’ and physicians ’ work fl ow in acute health care settings, as well as
exploring the challenges that virtual teams located around the world encounter
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