What this paper adds
Introduction
Methods
Results
Team composition and development
Idea generation and selection
Group memory and information processing
Communication and information processing
Improving virtual team performance
Discussion
Theme | Applicable domains of Hauer et al.’s [7] framework | Benefits and challenges of virtual teams | Implications for promotions committees |
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Team composition and development | – Group leader role – Group size – Member characteristics – See notesa | Benefits | – Ensure that members have access to, and are proficient in, the use of virtual communication technologies – Ensure that the committee has an effective chair who can help members establish clear goals, structures, and norms – Encourage regular, face-to-face meetings, especially when the committee is first formed – Spend the first meeting or two establishing clear guidelines for how meetings, both face-to-face and virtual, will be conducted, and specify the preparation and attendance expectations – Review the committee’s performance on an ongoing basis |
– Convenience and scheduling flexibility to include ideal team members | |||
– Inclusion of members at remote sites; may help enhance membership diversity and access to knowledge and skills | |||
Challenges | |||
– Require members to have technological proficiency | |||
– Member disengagement is more likely, particularly with larger virtual teams | |||
– May exacerbate challenges involving trust development, team cohesion, faultlines (subgroups), and integrating divergent perspectives | |||
Idea generation and selection | – Effects of time pressure – Group leader role | Benefits | – Use a mix of meeting types—e.g., face-to-face when making high-stakes promotion decisions and virtual for communication about lower-stakes issues or administrative tasks |
– May generate more ideas due to less production blocking | |||
– Members may be more likely to share minority opinions | |||
Challenges | |||
– May experience greater difficulty integrating perspectives | |||
– As a result, can take longer to come to a high-quality decision than face-to-face teams | |||
Group memory and information processing | – Information-sharing procedures – Group leader role – Group understanding of its work | Benefits | – Create an easily accessible and up-to-date listing of committee members, their background and area(s) of expertise, current role(s), contact information, etc. This will help ensure that members are aware of who is currently on the committee, what skills they bring, and how best to contact them – Use technologies that allow for the ‘external storage’ of information, such as the contact list above. Virtual communication platforms such as Basecamp, Microsoft Teams, Slack, and Trello allow a record of files and interactions to be captured. Emails also allow external storage to some extent, but can be inefficient to manage, locate, and act on – In considering external storage solutions, ensure that institutional guidelines on data security and storage are adhered to. Information shared among promotions committee members is often sensitive and includes confidential information requiring secure storage and transmission |
– Diverse membership can allow for different kinds of knowledge across members; facilitates individual members’ learning and more efficient division of labour | |||
– Allow for ‘external storage’ in the form of a communication record | |||
Challenges | |||
– May find it harder to develop shared mental models and knowledge of the different areas in which team members are knowledgeable | |||
– May experiences challenges with planning and coordination | |||
– More difficult to establish trust; can lead to poorer team cohesion and more relationship conflict | |||
– May exacerbate pre-existing challenges such as groupthink | |||
Communication and information processing | – Information-sharing procedures – Group leader role – Group understanding of its work | Benefits | – Ensure that the communication modality being used is in alignment with the tasks that need to be accomplished and the overall needs of the team [15] – Be aware that neglecting face-to-face meetings can result in higher levels of intratream conflict and misunderstanding. Manage conflict pre-emptively by developing and maintaining trust and interpersonal relationships |
– Offer a range of communication modalities that can help members accomplish different tasks more efficiently | |||
Challenges | |||
– Greater potential for misunderstandings and team conflict | |||
– May exacerbate pre-existing challenges such as groupthink |
When | Strategies |
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Before the start of the meeting | Familiarize yourself with the members who will be in attendance and their roles. Ensure that a virtual meeting is appropriate considering the committee’s membership and the task at hand |
Agree on the most appropriate technology platform upon scheduling the meeting (it is best to use hardware/software that both you and your members have used before or are familiar with). Test the technology in a ‘dry run’ prior to the meeting, ideally in the same room and with the same hardware/software | |
Have a ‘Plan B’ for what you will do if the technology does not work—e.g., Is there a secondary platform that can be used? What steps will be taken to troubleshoot before moving on to this plan? Share this plan with members using a different modality (e.g., on paper or by email) so that they can still access the information if the primary method of communication fails | |
Develop and circulate a clear agenda and meeting materials, adhering to institutional guidelines on data security and storage as appropriate. Seek members’ input regarding any additions or clarifications to the agenda | |
Ensure that members have the information they need to connect virtually—e.g., instructions for downloading and installing appropriate software, number for calling in, etc | |
At the start of the meeting | Arrive at least 15 min early in order to help set up the meeting and ensure all technology is working. Encourage members connecting virtually to log in early so that the meeting start time is not delayed if the technology does not work right away |
Welcome members and ensure that introductions are done. Establish ground rules for the meeting—e.g., you might ask members to say their name each time they speak or use the mute button to eliminate background noises | |
Briefly review the goals and expected structure of the meeting | |
During the meeting | Ensure that the meeting starts and ends on time and stays on track |
Ensure that there is turn-taking and roughly equitable contributions to the discussion, particularly from those connected virtually. It may be helpful to deliberately and explicitly check in with members who have not been saying very much | |
Listen to, clarify, and periodically summarize information that has been discussed. If necessary, ask questions to clarify comments that may be unclear | |
Address members who are not prepared or whose comments are inappropriate. Intervene early using appropriate strategies if conflict or negative emotions arise | |
Ensure notes are taken so that actions and rationales are clear | |
Maintain a positive and cooperative attitude that encourages and supports member participation and builds rapport and relationships | |
At the end of the meeting | Summarize the decisions made and ensure clarity on next steps, including who will be responsible for carrying out any action items |
Take stock by asking members to briefly reflect on what went well and what they would like to change for next time—e.g., by using the prompts ‘Stop,’ ‘Start,’ and ‘Continue.’ Ensure that any changes are implemented in time for the next meeting | |
Follow-up with any members who may have ‘dropped out’ of the meeting due to technical difficulties to gather any contributions that may have been missed |