International Virtual Teams

PAM ESTES BREWER, PhD, is an Associate Professor in the Department of Technical Communication at Mercer University in Macon, Georgia. She is on the editorial board for the IEEE Transactions on Professional Communication and Technical Communication, and is a Senior Member and Associate Fellow of the Society for Technical Communication (STC) as well as a member of the IEEE Professional Communication Society. Dr. Brewer is the 2014 recipient of STC's Jay R. Gould Award for Excellence in Teaching and the President's Award for Service. In addition to writing International Virtual Teams, Dr. Brewer has also written articles for journals and book chapters for various publishers.

• A Note from the Series Editor xiiiForeword xvPreface xviiAcknowledgments xix1 The Critical Role of Global Virtual Teams 11.1 Unique Features of This Book 21.2 Growth in International Virtual Workplaces 31.3 The International Nature of Virtual Teams 41.4 The Value of Information 51.5 Foundations of Global Virtual Team Theory 61.6 Global Virtual Team Basics 81.7 Targeted Benefits of Global Virtual Teams 81.8 Challenges of Global Virtual Teams 91.9 Connecting Global Engineering Talent 101.10 Engineering Successes and Failures 111.11 A Look Ahead 13References 132 Virtual Team Basics 152.1 Defining and Describing Virtual Teams 152.2 Virtual Teams as Intercultures 172.3 Characteristics of Virtual Teams 182.4 Constructing the Virtual Workplace 192.5 The Transfer of Meaningful Information 202.6 Characteristics of Successful Virtual Teams 212.7 Challenges to Virtual Teams 222.7.1 Gaining Trust Takes Time 222.7.2 Engaging in Social Communication Influences Trust 232.7.3 Understanding the Communication Patterns of Other Team Members is a Challenge 232.7.4 Attributing an Incorrect Meaning to a Message is Common and Costly 242.7.5 Establishing Shared Interpretations of Language is Important Even among Speakers of the Same Language 252.7.6 Establishing Shared Expectations of Technology Presents Some Surprising Complexities 272.7.7 Communicating Clear Boundaries Makes Sense in an Abstract Space 282.7.8 Negotiating Time Zones and Perception of Time are Cultural Hurdles 292.7.9 Identifying Clear Leadership Roles May Be More Difficult Online 302.8 Summary 30References 303 Cultural Preparation for Virtual Teams 333.1 Defining Culture 343.2 Alternative Perspectives on Culture 363.3 Levels of Consciousness 373.4 Language as a Barrier to Communication 383.5 Face-to-Face Intercultural Communication Theory 393.6 Common Challenges to Intercultural Face-To-Face Communication 423.7 A New Interculture—Online Virtual Teams 443.8 Working Through Filters 473.8.1 Directness and Culture Interact Differently in Online than in Face-to-Face Contexts 483.8.2 Credibility and Culture Affect the Transfer of Knowledge Online 483.9 Common Challenges to Global Virtual Communication 493.10 Success Strategies for Working Across Cultures Online 503.11 Summary 51References 524 Patterns That Challenge the Effectiveness of Global Virtual Teams 554.1 Broad Patterns of Communication That are Common to Most Global Virtual Teams 564.2 Organizational/Technological Patterns of Virtual Team Communication 584.3 Individual Patterns of Virtual Team Communication 594.4 Information Sharing—Challenges and Success Strategies 614.5 Understanding the Other Person and Culture—Challenges and Success Strategies 664.6 Use of Language—Challenges and Success Strategies 674.6.1 The Need for Translation Exists within and between Languages 694.6.2 Connotation Affects Interpretation 704.6.3 Pronunciation and Accents Affect Audio Messages 704.6.4 Language Proficiency May Affect an Audience’s Ability to Identify Key Points 704.6.5 Lower Language Proficiency Often Leads to a Lack of Useful Detail 714.6.6 Idiomatic Expressions are Difficult to Translate 714.7 Trust/Credibility—Challenges and Success Strategies 724.8 Navigating Time Zones—Challenges and Success Strategies 734.9 Working with Technology—Challenges and Success Strategies 744.10 Managing Haste/Errors—Challenges and Success Strategies 764.11 Using Tone—Challenges and Success Strategies 764.12 Working with Directness—Challenges and Success Strategies 784.13 Working with Social Distance—Challenges and Success Strategies 794.14 Using Social Communication—Challenges and Success Strategies 804.15 Navigating Boundaries—Challenges and Success Strategies 814.16 Delivering Criticism—Challenges and Success Strategies 814.17 Netiquette—Challenges and Success Strategies 834.18 Personnel Issues—Challenges and Success Strategies 844.19 Working Through Misattribution—Challenges and Success Strategies 844.20 Working Through Lack of Response—Challenges and Success Strategies 854.21 The Impact of Cross-Cultural Miscommunication 864.22 Summary 87References 885 How to Prevent Identify and Resolve Miscommunication in Virtual Teams 915.1 The Prevalence of Miscommunication in Virtual Teams 925.2 Strategies to Prevent Miscommunication 925.2.1 Plan for Effective Communication 945.2.2 Meet Synchronously (As an Online Version of the Face-to-Face Meeting) 955.2.3 Use Mixed Media 965.2.4 Use Metacommunication Strategies 965.2.5 Communicate Explicitly 975.2.6 Communicate Informally/Socially 985.3 Strategies to Identify Miscommunication 1005.4 Strategies to Resolve Miscommunication 1015.4.1 Communicate More Explicitly 1025.4.2 Hold a Face-to-Face Meeting 1035.4.3 Use Mixed Media 1035.4.4 Clarify/Explain for Other People 1045.4.5 Train/Educate Your Virtual Team Members 1055.4.6 Evaluate the Situation before Acting 1065.4.7 Repeat/Summarize/Resend Related Messages 1065.4.8 Respond Quickly 1065.4.9 Apologize with an Emphasis on Reasons 1065.4.10 Refer the Problem to a Third Party 1075.4.11 Wait or Ignore the Problem (Use Caution!) 1075.4.12 A Few Other Suggestions 1085.5 Beware of Some Solution Strategies 1095.6 A Comparison of Solution Strategies 1105.7 Summary 110References 1126 Technology and Global Virtual Teams 1146.1 The Filtering Effects of Technology 1166.1.1 Technology Limits Messages 1166.1.2 Technology is Not Neutral in Its Effects on Messages 1176.2 Technology and Speed 1206.3 Technology and Culture 1226.4 Technology Use in Engineering Virtual Teams 1236.5 Assessing Technology Needs for the Global Virtual Team 1256.6 Modes of Technology and Related Affordances 1296.7 Success Strategies for Building Virtual Team Technology Infrastructures 1336.8 Summary 134References 1357 Establishing Successful Global Virtual Teams 1377.1 The Basics of Metacommunication 1387.2 The Strategic Significance of Metacommunication 1407.2.1 Metacommunication Can Help Decrease Threats to Face 1407.2.2 Metacommunication Can Help Navigate the Gap Between Cultures 1407.2.3 Metacommunication Can Help Work with the Delicate Issue of Criticism 1417.2.4 Metacommunication Can Help Build Trust 1427.3 Naming the Metacommunication Process 1437.4 Implementing Metacommunication 1447.5 Steps for Establishing New Global Virtual Teams 1507.6 Summary 156References 1568 Evaluating and Maintaining Effective Global Virtual Teams 1588.1 Characteristics of Highly Functioning Global Virtual Teams 1598.1.1 Highly Functioning Virtual Teams Share a Common Vision of Team Purpose 1608.1.2 Highly Functioning Virtual Teams Accomplish Organizational and Individual Goals 1608.1.3 Highly Functioning Virtual Teams Use Healthy Communication Patterns 1618.2 Evaluating Existing Virtual Teams 1668.3 Tools for Maintaining Highly Functioning Global Virtual Teams 1678.4 A Beginning Look at Training Resources 1768.4.1 Basic Business Writing (Style and Ethics) 1768.4.2 Cross-Cultural Communication 1778.4.3 Grammar/Language Skills 1778.4.4 Netiquette 1788.4.5 Organizational Communication 1788.4.6 Technology 1798.5 Summary 180References 1819 Designing Training for Global Virtual Team Communication 1829.1 Importance of Global Virtual Team Preparation 1839.2 Current State of Global Virtual Team Education and Training 1849.3 Benefits of Improving Education and Training 1859.4 Instructional Design for Global Virtual Team Preparation 1869.4.1 Use Experiential Learning as a Method for Instruction 1869.4.2 Carefully Choose the Learning Environment for Instruction 1869.4.3 Teach Participants to Communicate Globally and Locally 1879.4.4 Connect with International Colleagues 1879.5 Adaptable Experiential Project Module 1909.5.1 Establish Instructor Partnerships 1909.5.2 Plan the Project with Your Partner Instructor 1909.5.3 Provide an Overview for Participants 1929.5.4 Facilitate a Study of the Cultures of Team Members 1929.5.5 Discuss Writing for Translation 1929.5.6 Initiate Participant Relationships 1949.5.7 Introduce the Team Project and Purpose 1959.5.8 Allow Time for Metacommunication 1959.5.9 Document Expectations in a Communication Norming Guide 1979.5.10 Complete Project Tasks 1979.5.11 Reflect on Learning 1989.5.12 Evaluate the Projects 1989.6 Common Lessons Learned 1999.7 Sample Project Designs 1999.8 Summary 207References 207A Methods Used in Study A (Survey on Using International Virtual Teams in Engineering) 208A.1 Research Focus 208A.2 Participants 208A.3 Data Collection Methods 209A.4 Research Timeline 209B Methods Used in Study B (Case Study Research of International Virtual Teams) 210B.1 Research Questions 210B.2 Participants 211B.3 Data Collection Methods 213B.4 Research Timeline 213Glossary 215Index 219