virtual teamwork communities pat sobrero dean sutphin carolyn stuart

Virtual Virtual Teamwork & Teamwork & CommunitiesCommunities

Pat SobreroPat SobreroDean SutphinDean Sutphin

Carolyn StuartCarolyn Stuart

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Saturday, March 18, 2006 Virtual Teams and Communities

Virtual Teams & Virtual Teams & CommunitiesCommunities

"There exists no force in this "There exists no force in this universe that is capable of universe that is capable of resisting the coherent and resisting the coherent and coordinated action of a group coordinated action of a group of people whose minds of people whose minds converge toward a determined converge toward a determined goal."goal." Pierre Teilhard de ChardinPierre Teilhard de Chardin




http://www.netage.com/index.htm


Terms in LiteratureTerms in Literature• Virtual Teams –TeamworkVirtual Teams –Teamwork

• Virtual Communities of Virtual Communities of PracticePractice

• Virtual Collaboration Virtual Collaboration • Virtual OrganizationsVirtual Organizations



Research FindingsResearch Findings

Published in Knowledge Management Review, Fall 1999. Copyright © 1999 by Richard McDermott. Thanks to Etienne Wenger, Bill Snyder, Mike Mahaffie, and Sue Gilly for comments on earlier drafts.



Fundamental ChangesFundamental Changes (Kimble)(Kimble)

The global environment has changed The global environment has changed the nature of work the nature of work andand there has been there has been a rapid development of technology. a rapid development of technology. To be effective, people To be effective, people are operating in two are operating in two spaces simultaneously: spaces simultaneously: •physical space andphysical space and•electronic space.electronic space. (Kimble 11)(Kimble 11)



Future of OrganizationsFuture of Organizations• Among 376 Among 376

business business managers in managers in Germany 90% Germany 90% work in work in virtual teams, virtual teams, full time full time (20%) part-(20%) part-time (70%) time (70%) (Hertel, Geister, Konracht, 2005)

• http://www.co-i-l.com/coil/index.shtml



Virtual TeamsVirtual Teams • Exist Exist within and across within and across

organizationsorganizations (Palmer, Speier)

• Exhibit relatively Exhibit relatively few few permanent structurespermanent structures with with fluid membershipfluid membership (Palmer, Speier)

• Focus on a Focus on a specific task outputspecific task output utilizing technology to utilizing technology to disseminate and disseminate and collaborate in collaborate in order to prepare deliverablesorder to prepare deliverables (Palmer, Speier)

• Often sOften self-organizinelf-organizingg



Virtual TeamsVirtual Teams

• These teams often span These teams often span authority structuresauthority structures (within one (within one

organization or across organizations)organization or across organizations) (Palmer, Speier)

• Communication is supported Communication is supported primarily by information technologyprimarily by information technology (Palmer, Speier) (Hertel, geister, Konracht, 2005)



Virtual Team #1 Issue Virtual Team #1 Issue ==TrustTrust

Trust is the Heart of the Trust is the Heart of the MatterMatter• TrustTrust results in social results in social

capital and effectivenesscapital and effectiveness•Trust in new electronic

environments•Trust vs. Lack of Trust –

Successful virtual team members experience a changed mindset


http://www.irextechnologies.com/downloads/Productleaflet-Iliad.pdf


Virtual Team Issue Virtual Team Issue Sense of Sense of IdentityIdentity (#2)(#2) through Shared Team through Shared Team CultureCulture

• Taking the required Taking the required time to develop time to develop ‘‘common groundcommon ground’ by ’ by establishing a sense establishing a sense of of identityidentity through: through:• rituals, rituals, • celebrations, celebrations, • meaning, and meaning, and • comfort with “the way comfort with “the way

we do things virtually”we do things virtually”



Virtual Team Issue Virtual Team Issue Procedures for CommunicationProcedures for CommunicationBalanced Mix of Social & Task CommunicationBalanced Mix of Social & Task Communication

• Well developed communication Well developed communication plan for connecting with othersplan for connecting with others• Use of Use of synchronous & asynchronous synchronous & asynchronous

methodsmethods• Established communication protocolsEstablished communication protocols

that allow establishing appropriate that allow establishing appropriate project structure project structure



Virtual Team IssuesVirtual Team IssuesTechnologyTechnology

Use of Use of multiplemultiple electronic electronic means such as video with means such as video with audio, and asynchronous audio, and asynchronous methods methods

• Team satisfactionTeam satisfaction• Team cohesionTeam cohesion

Reliable technologyReliable technology



Virtual Team IssuesVirtual Team IssuesSocial ContextSocial Context• Requires Requires meaningful relationship meaningful relationship

buildingbuilding competencies for competencies for successful virtual teamssuccessful virtual teams

• Assuring the team Assuring the team takes time to takes time to understand each otherunderstand each other, their , their assets, & preferencesassets, & preferences

• CooperationCooperation• Conflict managementConflict management• TrustTrust



Virtual Team IssuesVirtual Team Issues• New Supervisory New Supervisory

MethodsMethods • Development of Development of new new

supervisory methods for supervisory methods for virtual teamsvirtual teams and communities and communities tied to TRUST. tied to TRUST. (Jarvenpaa and Leinder 1998; Grabowski et al (Jarvenpaa and Leinder 1998; Grabowski et al 1998)1998)



CoP Best Practices CoP Best Practices (Wenger 2000)(Wenger 2000)



BarriersBarriers to Virtual to Virtual Teams Teams

and Communitiesand Communities• OrganizationOrganizationalal

• CulturalCultural• Technological Technological




and Communitiesand Communities• OrganizationalOrganizational

• Often there is perceived Often there is perceived disruption of virtual teams disruption of virtual teams to the organizational to the organizational culture & loss of employee culture & loss of employee loyalty when team loyalty when team members are from other members are from other organizationsorganizations (Kimble) (Kimble)

• IsolationIsolation




and Communitiesand Communities• Organizational Organizational

• Leadership Leadership (Hertel, (Hertel, et.al.,2005)et.al.,2005)

• Performance monitoring Performance monitoring or control methodsor control methods

• Team cohesion and Team cohesion and identificationidentification

• Disciplinary differencesDisciplinary differences• Unclear expectations and Unclear expectations and

goalsgoals• Lack of interdependenceLack of interdependence




and Communitiesand Communities•Cultural Cultural

Time zoneTime zoneLanguageLanguageWork preferencesWork preferencesControl issuesControl issues• Taylorism Taylorism

approachesapproaches




and Communitiesand Communities• Technological Technological

Break downs, constant Break downs, constant change, traffic issues, & lack change, traffic issues, & lack ofof• CompatibilityCompatibility• High speed accessHigh speed access• InfrastructureInfrastructure• Expertise with new media Expertise with new media

groupwaregroupware• Integrated software supportIntegrated software support



Community of Practice Community of Practice (CoP)(CoP)

Introduced by Lave Introduced by Lave and Wenger in 1991and Wenger in 1991““CoP are groups of CoP are groups of people who share a people who share a concern or a passion for concern or a passion for something they do and something they do and learn how to do it better learn how to do it better as they interact as they interact regularly.”regularly.”




““a group of a group of professionals informally professionals informally bound to one another bound to one another through through • exposure to a common exposure to a common

class of problems, class of problems, • common pursuit of common pursuit of

solutions, and solutions, and • thereby themselves thereby themselves

embodying a store of embodying a store of knowledge”knowledge” (Manville and Foote , 1996)(Manville and Foote , 1996)



Community of Practice Community of Practice (CoP)(CoP)Practice ConstructivismPractice Constructivism (Piaget, 1973) (Vogel, (Piaget, 1973) (Vogel,

et.al, 2001)et.al, 2001)



Community of Practice Community of Practice (CoP)(CoP)• A small group of people A small group of people • 25%have worked together 25%have worked together

over a period of time. over a period of time. • They are They are notnot a team or a team or

taskforce, taskforce, not not necessarily necessarily an authorized or an authorized or identified group… identified group… (Seely Brown and (Seely Brown and Solomon Grey)Solomon Grey)



Community of Practice Community of Practice (CoP)(CoP)• They are peers in They are peers in

execution of “execution of “real workreal work”. ”. • They are held together by They are held together by

a:a:•Common sense of purpose, andCommon sense of purpose, and•Real need to know what each Real need to know what each

other knows.other knows. (Seely Brown and Solomon Grey)(Seely Brown and Solomon Grey)




• Share projectsShare projects• Solve problems Solve problems

togethertogether• Swap experiencesSwap experiences• Learn from discussions Learn from discussions

and dialogueand dialogue(Hildreth, Kimble and Wright, 1998; Kimble and Wright, (Hildreth, Kimble and Wright, 1998; Kimble and Wright,

2000)2000)



Research FindingsResearch FindingsTask & Media FitTask & Media Fit• Matching the task to the

type of media is not a predictor of activity.

• CoP need to consider that time, interaction and performance theory represent production, member support and group well-being. This links task and social context to influence media choice.. (Palmer and Speier) (Palmer and Speier)



Two kinds of CoPTwo kinds of CoP• Self-Self-

Organizing Organizing

• Sponsored Sponsored



Basic Charter – Sponsored Basic Charter – Sponsored CoPCoP1.1. Enable colleagues to learn from Enable colleagues to learn from

one another through one another through • the sharing of issues, the sharing of issues, • ideas, ideas, • lessons learned, lessons learned, • problems and their solutions, problems and their solutions, • research findings and other research findings and other

relevant aspects of their mutual relevant aspects of their mutual interest.interest.



Basic Charter – Sponsored Basic Charter – Sponsored CoPCoP2.2. Broadly share and better Broadly share and better

leverage the learning leverage the learning that occurs in the CoP that occurs in the CoP with other colleagues.with other colleagues.



Basic Charter – Sponsored Basic Charter – Sponsored CoPCoP3.3. Generate Generate

tangible, tangible, measurable, measurable, value-added value-added benefits to the benefits to the organization.organization.



Mission for a CoPMission for a CoP • Stimulating Stimulating interaction interaction • Fostering Fostering learning learning • Creating Creating new knowledgenew knowledge • SocializingSocializing new members new members • Identifying and Identifying and sharing sharing

best practices best practices



Definition of CoPDefinition of CoPSelf-governingSelf-governing groups of people who groups of people who share a passionshare a passion for the common for the common domain of what they do and domain of what they do and strive to strive to become betterbecome better at it. They at it. They create create value for their membersvalue for their members and the and the organization hosting them through:organization hosting them through:• Developing and spreading new knowledge and Developing and spreading new knowledge and

capabilities capabilities • Fostering innovation Fostering innovation • Building and testing trust through working Building and testing trust through working

relationships relationships by P’orby P’or



7 Principles of CoP7 Principles of CoP1.1. Design for evolution. Design for evolution. 2.2. Open a dialogue between inside and Open a dialogue between inside and

outside perspectives. outside perspectives. 3.3. Invite different levels of participation. Invite different levels of participation. 4.4. Develop both public and private Develop both public and private

community spaces. community spaces. 5.5. Focus on value. Focus on value. 6.6. Combine familiarity and excitement. Combine familiarity and excitement. 7.7. Create a rhythm for the community Create a rhythm for the community

(using technology). (using technology). by Etienne Wenger, Richard McDermott, and William M. Snyder



•"When you listen to somebody else,"When you listen to somebody else,

whether you like it or not,whether you like it or not,what they say becomes part of what they say becomes part of

youyou ... ...the common pool is created,the common pool is created,

where people begin suspending where people begin suspending their own opinions their own opinions

and listening to other people's ... and listening to other people's ... At some point people begin At some point people begin

recognizing that recognizing that this common pool is more important this common pool is more important

than their separate poolsthan their separate pools" " David Bohm, Physicist David Bohm, Physicist



Learning Method Learning Method WorkshopWorkshop1.1. Consider the question on Consider the question on

your own.your own.2.2. Dialogue with small group Dialogue with small group

through listening and through listening and learning. Prioritize.learning. Prioritize.

3.3. Large group synthesis Large group synthesis and decisionand decision



Learning Workshop Learning Workshop QuestionQuestionWhat can What can we we do to do to strengthen the concept strengthen the concept of virtual teams and of virtual teams and virtual communitiesvirtual communitiesin the VT culture?in the VT culture?



Thanks to CEUTThanks to CEUT• Terry Wildman Terry Wildman

& Nancy Polk & Nancy Polk• Dean SutphinDean Sutphin• Jim CollierJim Collier• Carolyn Stuart Carolyn Stuart • Each of You!Each of You!


virtual teamwork communities pat sobrero dean sutphin carolyn stuart

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