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Introduction
Due to their nature, virtual teams are subject to some specific conflicts that require constructive resolution for the virtual team to be effective. Several issues that could potentially create conflicts on a virtual team will be examined, as will some resources for avoiding these conflicts. ... Another cause of conflict that can arise, common to all teams but magnified by the way a virtual team works, is the issue of trust among team members. The third area that will be examined is the potential for misunderstanding and miscommunication that exists when nearly all team contact is via the written word. A look at conflict that can surround the virtual team’s decision making processes will follow. ... Relationships can be affected by how team members use and manage their time while completing team objectives. Individuals may feel less obliged to make necessary commitments without the peer pressure of having another team member in front of them. Individuals on the team may live in different time zones or work different shifts. ... These issues can lead to conflict. The most common conflict for virtual teams in regards to time management can be characterized as “process conflict” (Snyder, 2003). Process conflict includes disagreements regarding how to do the task, how to delegate resources, and how to share information. ... Members of a virtual team need to be self-disciplined. ...
The best way to avoid time management conflicts within a virtual team is to delegate a project manager or team leader. The team leader should make use of time management techniques and strategies for goal setting, prioritizing tasks, handling time wasters, analyzing time use, and creating and maximizing the team schedule (Saunders, Vogel & Van Slyke). The team leader should engage the team in setting expectations about behavior and performance and formally record the teams decisions and commitments to each other. ... A good team leader should practice proactive behavior, empathetic task communication, positive tone, and frequent interaction. ... The leader should also strive for a good faith effort in complying with the team norms and commitments, be honest in team negotiations, and not take advantage of others or of the situation. ... A virtual team requires more formal communication than in traditional same time/same place teams; these communications should be kept in a shared database for use in new member orientation (Semler, 2001).
Using time management techniques, building relationships with other team members, and formalizing each member’s deliverables are effective methods for dealing with many of the process conflicts that can arise within a virtual team. Once a team is effectively managing time, it can focus on preventing other, interpersonal conflicts.
Trust
One fundamental element in determining the success and failure of a virtual team is trust. Conflicts can result in a virtual team if team members do not trust each other. Team members can have issues about opening up to someone they have never met face-to-face. Overall, trust on a virtual team can cause many areas of concern among team individuals. An examination of the potential conflicts that can arise within the team as well as some ways to try to prevent and deal with the conflicts will follow. (Bhattacharya, Devinney, & Pillutla, 1998; Golembiewski & McConkie, 1975; Mayer, Davis, & Schoorman, 1995)
Some questions that can arise in a virtual team are: Will there be team disappointment within the group?
Approximate Word count = 2746
Approximate Pages = 11
(250 words per page double spaced)
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