{"id":20880,"date":"2013-07-15T00:00:00","date_gmt":"2013-07-15T00:00:00","guid":{"rendered":"http:\/\/global2020prd.wpengine.com\/insights\/virtual-teams-effectiveness\/"},"modified":"2021-02-04T12:25:59","modified_gmt":"2021-02-04T12:25:59","slug":"virtual-teams-effectiveness","status":"publish","type":"post","link":"https:\/\/www.global-integration.com\/insights\/virtual-teams-effectiveness\/","title":{"rendered":"Virtual Teams Effectiveness"},"content":{"rendered":"

In his article \u201cEnhancing Effectiveness on Virtual Teams”, Gregory R Berry of the Central Connecticut State University examines why traditional skills are insufficient in creating successful virtual teams.<\/p>\n

For Berry, the critical key difference for virtual teams is that they communicate, asynchronously (using \u201ccomputer-mediated communication\u201d) whereas face-to-face team members communicate predominantly, if not exclusively, face-to-face, which is \u201creal time\u201d or synchronous.<\/p>\n

I\u2019m not sure I\u2019d agree with him here, because I\u2019d rate the additional challenges of working with people from different cultures, and also that of working with people who don\u2019t report to you and hence who are working on multiple projects, as at least equally important, if not more so.<\/p>\n

What I did find very interesting was his assessment of the impact on team leaders.<\/p>\n

In some areas it seems, it is all about raising your game. Berry identifies various skills and competencies which, whilst being important for traditional (face-to-face) team-working, become critical when working virtually. These include:<\/p>\n