RESEARCH - ONLINE TEAMS TOO DIFFICULT

HUMAN LEARNING - ONLINE TEAMS TOO DIFFICULT
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Problem # 3.
Uneven priority of information

Textual messages contain loads of related and unrelated topics. Yet the sender may not be skilled in communicating their order of priority of topics in this form. Misunderstandings and neglect can often happen. Lack of signalling key points in a message leads to confusion. There is no practice of reminder and reinforcement. 'Because I couldn't 'see' if the reader was paying attention, I didn't know if my message had to be repeated.' Awfully time consuming to get the right point across.

Problem # 4.
Speed and Timing differences

Slow feedback and repeated clarification can slow teams.
Levels of sophistication and proximity can determine relative speed of responses.
Compatability -"I generate files that other people can't open, and it slows things down or they ignore the file entirely." Chat boards end up asynchronous if working across the globe. Feedback cycles… depends on each one's diary ! Some could be travelling remote.. or on a plane that day.

Problem # 5. Silence quandary.

Even face-to-face meetings we find it hard to interpret silence in others. How does one interpret the meaning of their partners' silence ? Could it mean…"I agree", "I strongly disagree", "I am indifferent/complacent", "I am out of town", "I am having technical problems", "I don't know how to address this sensitive issue", "I'll get round to it.", "No response is necessary" !

Team Results

Disposition-centered (attitude) versus situation-centered
Lower team learning capacity
Lower mutual expectations satisfaction
Lower interpersonal trust building and sustaining.

Solutions

'A team of researchers recently concluded that trust in the dispersed teams they studied was predicted most strongly by members' perceptions of each other's dependability and reliability.'

'Designers of dispersed teams should aggressively explore in advance potential differences in team members' local situations that could affect collaboration.'

1. Infrastructure alignment - programs and accessibility.

2. Work responsibilities alignment - priorities, incentives and practical availability.

3. Localised issues understanding - differences in complexity of issues understood primarily through face-to-face meetings and location visits.
'Leaders of newly formed teams whose members will be working from dispersed locations…are advised to bring team members together for a face-to-face meeting at least once at the outset in order to build relationships and trust….and (primarily) visit each other's location at least once.'

4. Clear communication norms - team leaders to ongoingly teach, support and improve proper sharing with clear protocols. 'Members should…resist making assumptions about the situation and constraints of remote others. Instead they should actively seek out such information. One also should take care to explain one's own situation to remote partners, and try to see it through their eyes.'

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Debrief...