When it comes to brainstorming, project planning and setting goals, SHRM research suggests that virtual teams can be more effective than in-person teams. Virtual teams, however, are still considered inferior in some key areas. Traditional teams, for example, receive higher marks when it comes to developing trust, maintaining morale, monitoring performance and managing conflict. Furthermore, as the SHRM survey illustrated, virtual managers have a harder time monitoring individual and team performance and the absence of visual cues can make developing a shared understanding more difficult than in a physical meeting. Different time zones and cultural and technology barriers can also make collaboration more difficult. To help better define the best practices that lead to success in a virtual setting, we studied 48 virtual teams across a range of industries.
>Editor’s Note>: I have issues with the broad claims and their “supporting” statistics and the fact that no relevant comparisons were made between virtual and on-premises teams but the discussion of the RAMP model makes the article worth reading.
Authors: Darleen DeRosa, Richard Lepsinger
Source: Ivey Business Journal
Subjects: Human Resources, Management, Teamwork