Transitory and virtual teams
I predict that we will see a sharp rise in the number of virtual teams. This will require us to abandon some old team habits and learn some new ones. It will also require. a much deeper understanding of which factors drive the performance of virtual teams and how these teams can be actively developed.
Working in virtual teams raises many thorny issues however, notably trust, relationship, identity and loyalty:
- How can trust be built in transitory or virtual teams such that the members can be open and honest?
- What does it mean for ‘relating’ to others in the ‘team’ and others outside the ‘team’?
- How can team members manage their ‘loyalty’ to multiple teams, especially if there are conflicting priorities?
- What impact does this have on the identity of team members? Who do they identify with, align with, and seek sponsorship from?
We facilitate workshops where participants develop the skills of being an effective team member. These portable capabilities equip them to be effective in a wide range of teams. They learn how to manage and contribute to ‘remote’ team meetings and how to build trust in teams with forever changing membership. They develop the ability to become curious about others along with the skill of enquiring into the needs and motivations of team members; and also to express themselves, their expectations and frustrations to colleagues in a clear and respectful way.