1. Mastering virtual teams
By:
Marie-Ève Baron, eng Montpellier – October 13th 2016

2. Survey conducted by the firm 3RWCultureWizard (600 participants worldwide)

3. Are you part of a dispersed work team?
AWARENESS ACTIVITY
Are you part of a dispersed work team?
Are you a member of a virtual team?
Survey conducted by the firm 3RWCultureWizard (600 participants worldwide)

4. AWARENESS ACTIVITY Dispersed team? Virtual team?
Survey conducted by the firm 3RWCultureWizard (600 participants worldwide)

5. How many times a year your team meets?
46 %
Never
1 per year
30%
2 times per year 9%
3 times per year 5%
More than 3 times per year
10%
Survey conducted by the firm 3RWCultureWizard (600 participants worldwide)

6. What is the performance of your virtual team?
Non-efficient
Moderately efficient
Efficient
Highly efficient
Survey conducted by the firm 3RWCultureWizard (600 participants worldwide)

7. What are the differences between managing a regular team compared to virtual team?
73%
Managing conflits
69%
Taking decisions
64%
Expressing opinions
48%
Deliver quality results
47%
Produce innovative ideas
Survey conducted by the firm 3RWCultureWizard (600 participants worldwide)

8. What are the biggest challenges in virtual team management?
81%
Times zones
64%
Langue/culture
59%
Vacation Holiday
43%
Technology to use
Survey conducted by the firm 3RWCultureWizard (600 participants worldwide)

9. Table of contents Understanding virtual teams Creating virtual teams
Virtual & teamwork
The success factors
Technological and cultural barrier
Myths and facts of managing virtual teams
Creating virtual teams
Create your virtual team
Members responsibility
Members skillset
Mastering virtual teams
Team meetings
Team dynamics
E-Leadership
Conclusion
Questions
Deborah L. Duarte & Nancy Tennant Snyder, « Mastering virtuel Team, third edition »

10. Understanding virtual teams
Virtual & teamwork
The success factors
Technological and cultural barrier
Myths and facts of managing virtual teams
Understanding virtual teams

11. Virtual & teamwork 10 General types of teams: research teams
parallel teams
project teams
work teams
functional teams
production teams
service teams
management teams
action teams

12. Virtual & teamwork The complexity in virtual team :
Time zones, distance and organization
The technology
The communication channel diversity (media/plateform)
Multiculturalism
Access to a collaborative IT platform
Social medias

13. Virtual & teamwork The categories of interactions:
A : Like a face to face meeting.
B : Like audio/video conference.
C : Like s to the night shift
D : Like a worldwide virtual team
Time\place
Same place
different place
same time A B
different time C D

14. Success factors 7 key factors: Training, education, field development
Standards and international processes
The use of collaboration technologies and electronic communication
Organizational cultureA culture that values the team work, communication and performance
Change openness
Organizational support
Skillset of the team leader and the team members

15. Technological and cultural barrier
The factors affecting the technological barriers:
The choice of technology
Two primary factors :
social presence
information quality
The tasks types
Time constraints and limited available resources

16. Technological and cultural barrier
Overcome technical barriers  
The team have face to face meetings, particularly at the beginning.
Bandwidth, cost, compatibility issues may affect the team performance.
Underestimate the complexity and/or work scope can lead to the wrong choice technology and ultimately to fail

17. Technological and cultural barrier
Cross cultural boundaries
Culture: how to differentiate one group from another group
Kind of cultures   :
national
organizational
functional
Competitive advantage: synergy
Culture and team values
respect
dialogue
Identify the performance issues
Articulating approaches

18. Myths and facts
#1 : Virtual team members of are autonomous and then need less attention.
D1- Directing: The leader tell their subordinates exactly what to do and how to do it.
D2- Coaching: Leader provide information and orientation to their subordinates.
D3- Supporting: The leader works as team member and shares its management responsibilities.
D4- Delegating: Leaders transfer most of the responsibilities to subordinates.
1993: Ken H. Blanchard et Paul Hersey, "Management of Organizational Behavior: Utilizing Human Resources", New Jersey/Prentice Hall

19. Myths and facts
#2 : The leaders of multicultural teams must speak languages and have lived in concerned cultures to be efficient.

20. Myths and facts
#3 : Virtual teams can harm the carrier development their members.
Out of sight out of mind

21. Creating virtual teams
Create your virtual team
Members responsibility
Members skills
Creating virtual teams

22. Creating virtual teams Virual team creation process

23. Creating virtual teams
Common responsibilities of members:
Team ambassador
Information manager
Communication and coordination
Confidence creator
Experiences sharing
Inclusion

24. Creating virtual teams
Individual responsibilities of members:
Autonomy and responsibility
Be attentive to the team's needs
Clarify ambiguous tasks
Solve loyalty conflicts
Take care of your needs (carrier, feedback, etc.)

25. Creating virtual teams
The six skills:
Project management
Networking
Use of technology
Autonomy (self-management)
Cross the barrier
Relational ability

26. Mastering virtual teams
Team meetings
Team dynamics
Mastering virtual teams

27. Virtual team meetings
“Individuals will always have a more important place than the
Technology in meetings “
Effects of technology
The technology can not overcome the lack of time and the loss of efficiency due to a poor meeting preparation.
Intimately, the technology will also harm if the preparation and/or the follow-up are not done well.
THE HEAD OF VIRTUAL T EAM AND ITS MEMBERS MUST NECESSARILY LEARN THE WORKING METHODS OF VIRTUAL TEAMS

28. Virtual team meetings The 4 relevant roles in a virtual team meeting
Client: Define objectives and meeting purpose.
Participant: responsible for meeting preparation and to attend.
Facilitator: meeting director and choosing the appropriate technology.
Technology: meeting support and do not disturb the meeting.

29. Virtual team meetings 3 steps to plan a virtual team meeting Determine
members who will be invited
the desired type of interaction
a suitable schedule for everyone
An agenda that shows the different meeting phases
A work plan
Choose appropriate technology

30. Virtual team meetings
Select the appropriate technology based on the desired interaction between members
Meetings types
Informational meeting
Discussion and exchange meeting (‘’Brainstroming’’)
Decision and problem solving meeting

31. TECHNOLOGY VS MEETING TYPES
Virtual team dynamics
TECHNOLOGY VS MEETING TYPES
TECHNOLOGY
INFORMATION
DISCUSSION
DECISION
Voice mail
AVERAGE NO s
YES
Conference calls
Video calls (Skype)
Video conference (audio/video/documents/graph)

32. Virtual team dynamics Team Dynamics
Leader and team members must navigate through the tasks dynamics and social dynamics to ensure good performance and sense of belonging to the team.
Tasks dynamics  productivity
Social dynamics  team spirit

33. Virtual team dynamics Tasks dynamics process
Create: Work plan creation, Ideas and target definition.
Identify: determining the method to use to solve problems
Solve: Involve the opinions of every team members. Discussion and choosing of method and process.
Execute: Team efficiency at problem solving

34. Virtual team dynamics Social dynamics process
Interact and introduce: introducing members and prepare team charter.
Define: Defining roles base on individuals objectives and experience.
Interact et participate: Team performance, e-leadership and relationship analysis.

35. Psychologic space
Mapping
E-leadership

36. Psychologic space
Psychological distance is : “ the perception of proximity of an individual has to someone else, a group or an organization. This perception can be measured only by the impression of an individual.” Psychologic space is: “ the persistent shared space within a group where the members perceives a close proximity with the others members.“
Low psychological distance ensures a higher level of engagement, greater cohesion among team members, increases the satisfaction of individuals, enhanced communication between colleagues, accelerates the process of trust building, allows the creation of a team culture and ultimately increases workers performance

37. Psychologic space The main challenges for a e-leader :
Create a psychologic space for his employees and also with himself.
Build trust within his group.
4 keys for the e-leader.

38. 4 keys for the e-leader. Focus on face-to-face (periodically)
Arrange face-to-face meeting (as soon as possible when there are new members)
Beats the distances (to maintain a proximity effect)
Grant interest to communications regarding the work
Send clear messages and make sure they are well understood
Clarify roles and expectations at work and follow up on it
Worrying about individual expectations
Arrange individual meetings
Take the time to know and recognize each employee
Talk about the future and career opportunities or development with its employees
Promote teamwork
Send messages that highlight the team and remind the group's values
Create opportunities for socialization

39. The mapping tool
The virtual team mapping is a simple tool in its application but very powerful in its scope.
It is based on praxeology principles where we observe the interactions, understand the present forces and to find the best action to take.

40. The mapping tool The basic rules for the production of a mapping are:
The mapping must show the actors, the interaction between actors and the issues about a given situation.
It should represent the perceptions of only one single actor of the situation.
This actor must attend to the creation of real-time mapping.
The implementation of a mapping may be done individually but it is better to be accompanied by someone external, neutral, who knows nothing of the situation. Thus the actor needs to summarize the situation to explain to that person, as it perceives it.

41. The mapping tool

42. QUESTIONS