Más contenido relacionado
Similar a Susan Agerskov - Virtual Teams (20)
Susan Agerskov - Virtual Teams
- 1. Susan Agerskov © 2011
Susan Agerskov
How to turn the black hole of geographically
dispersed and virtual team communication into
positive energy
- 2. Susan Agerskov © 2011
Defining the black hole
Psychologically -> feel isolated and
unnoticed
motivation and loyalty diminish rapidly if
members feel they have been short-changed
▪ higher turnover of staff / loss of knowledge
▪ decreased levels of knowledge transfer
▪ data theft
Not to be sold or published. Sole risk with user. Author accepts no liability.
- 3. Susan Agerskov © 2011
Defining the black hole
Data Leakage Worldwide Survey of IT professionals worldwideData Leakage Worldwide Survey of IT professionals worldwide
Unauthorized physical and
network access
39 % -> more concerned about threat from
their own employees than outside hackers.
Unauthorized use: 70 % said unauthorized use resulted in ≥ 50
% of data loss incidents.
Remote worker security: 46 % of employees admitted to transferring
files between work and personal computers.
Misuse of passwords: 18 % of employees share passwords with
co-workers.
Rate is 25 % in China, India, and Italy.
Cisco, 2008, Data Leakage Worldwide Survey (2000 respondents in
10 countries selected due to differences in social and business cultures).
- 4. Susan Agerskov © 2011
Defining the black hole
Communication -> black hole is remote
relational communication
▪ creating goodwill, fellow-feeling, rapport and loyalty
among people with whom you have little or no face-to-
face interaction
▪ non-verbal clues and feedback missing -> meaning of
silence
▪ sheer amount of information available
Not to be sold or published. Sole risk with user. Author accepts no liability.
- 5. Susan Agerskov © 2011
Remote Communication
Difficult to manage virtually through any form of command and control.
Haywood (1998), p. 18.
Defining the black hole –
team leader has to influence rather than control communication
Not to be sold or published. Sole risk with user. Author accepts no liability.
- 6. Susan Agerskov © 2011
Defining the black hole
Trust -> employees from different locations,
cultures, and technical backgrounds are likely to
mistrust:
▪ how their information will be used,
▪ whether they will get credit for their contributions outside
team,
▪ degree to which other team members will make an equal
contribution1.
Lack of Trust -> affects quality of information that
is exchanged:
▪ senders to withhold unfavorable but relevant information but
▪ pass on favorable but irrelevant information2
1 George, (1996), p. 40-45 / 2 Hayes, (2002), p. 117
Not to be sold or published. Sole risk with user. Author accepts no liability.
- 7. Susan Agerskov © 2011
Symbols matter: ensure same decorations in all locations
Face-to-face communication is important
visit employees instead of everything in Copenhagen
joint meetings at least once a year
Over-communicate
weekly individual sessions / weekly joint session
ensure all team members receive critical information
simultaneously
Personalization and small talk
brief narratives, personal discourses in weekly updates
Creating positive energy
Not to be sold or published. Sole risk with user. Author accepts no liability.
- 8. Susan Agerskov © 2011
MEETING
MANAGEMENT
No side conversations
during meetings
SET EXPECTATIONS
SOLICIT FEEDBACK
TIE KEY PERFORMANCE
INDICATORS (KPI) TO:
how well communicate and
collaborate, not on
competition
time / hours
performance
pay
benefits
qualifications
expectations
recognition
loyalty
mobility
sacrifice
tolerance
life-balance
status
respect
security
Creating positive energy
Not to be sold or published. Sole risk with user. Author accepts no liability.
- 9. Susan Agerskov © 2011
Creating positive energy
Create positive energy today with:
mobile: (+45) 30 95 88 87
susan@2communicate.dk
www.2communicate.dk
Happy Thanksgiving
and thank you!
Not to be sold or published. Sole risk with user. Author accepts no liability.