This report is a critical reflection on the communication experiences encountered while working as part of a virtual team for the Occupational Safety Councils of America (OSCA). This paper will represent a critical analysis of our team practices for effectively communicating in a virtual team environment, while making recommendations for positive forward momentum.
During the assignment, our team faced the same types of challenges that many teams encounter, including team diversity and individual apathy. Our team had to learn to overcome time and distance challenges, varying technology differences and the absence of face to face contact. We found that "virtual teamwork" is much more challenging than we'd anticipated. The unique challenges faced while we worked as part of a virtual team can be counterproductive, resulting in team conflict and division. But with an appropriate leadership method, with an emphasis on structure and effective team processes, can overcame the majority of our challenges.
1.1 KEY FINDINGS.
Managing conflict in virtual teams is more challenging than face-to-face teams because expressive communication such as the inability to read non-verbal cues is difficult and as such, conflict can be hidden for longer.
Technology can pose a problem due to geographical location and also where the communication platform is not reliable or suitable for the purpose.
In virtual teams, there is an absence of collegiality and difficulty establishing a personal connection and trust due to inadequate time to build relationships.
The lack of face-to-face contact and reliance on electronic communication such as email and Skype creates isolation due to time-distance delays.
Unaccountability of task performance can cause social loafing.
Leadership is critical for maintaining unity amongst the team members and motivating teams for high performance outcomes.
Setting and adhering to team norms is crucial for high performing teams and conflict management.
