Global Virtual Teams (B3EL103) - ALL notes
Week 1
Readings
The Mutual Knowledge Problem · Types of information problems · Failure to communicate and retain contextual infor
Week 2
2.2 - Fundamentals of Team Effectiveness
Fundamental building blocks required for effective team processes to emerge and for team effectiveness (output, vi
2.3 SPLIT Model of Social Distance
Image · Social Distance: Degree of emotional connection people have with others · Structure · What · The physical c
Workshop
Improving virtual teams set up · Fostering shared identity: Virtual HQ for remote teams · allows more organic sponta
Readings
The Secrets of Great Teamwork · This paper lays out the fundamentals of great teamwork and contextualizes those i
Week 3
Video Lecture 3.2 - Navigating Cultural Diversity
Objective: Better understand the traits (CQ, cultural intelligence) and behaviours (behavioural strategies and adjust
Lecture 2 - Structure, Language and Identity
Main issue · Boundaries in GVTs create social distance, leading to subgroups (us vs them, mistrust. vicious cycle) ·
Video Lecture 3.3 - Leading/Facilitating diverse teams
Team: interdependent group of people with relative stability and a clear collective goal · Diversity: differences betwe
Readings
Navigating the Cultural Minefield - Erin Meyer, 2014 · Key dimensions in culture map · 8 scales representing the man
Week 4
Readings
--- · Five Ways to Improve Communication in Virtual Teams · What are key behaviors that GVT members can engage
↑ Global Virtual Teams (B3EL103) - ALL notes
Readings
The Mutual Knowledge Problem
Types of information problems
Failure to communicate and retain contextual information
Unevenly distributed information
Differences in salience of information among members of dispersed collaboration
Relative differences in speed of access to information
, Interpretation of the meaning of silence
↑ Global Virtual Teams (B3EL103) - ALL notes
2.2 - Fundamentals of Team Effectiveness
Fundamental building blocks required for effective team processes to emerge and for team effectiveness
(output, viability, individual development)
→ Compelling Direction: a common goal that is clear, attainable and a shared understanding?
→ Strong Structure: team consists of the right people (balance of skills, diversity), and has optimally
distributed tasks. do we have the right member and mix of members? do we know who's doing what?
→ Supportive context: do we have necessary resources and training? appropriate rewards and
reward structure?
→ Expert coaching: whether the supervisors can create discussions needed to tackle problems
, Real Team has also historically been a fundamental building block
replaced in team effectiveness 2.0 by Shared Mindset
do we readily share info with one another?
do team members have a strong common identity and feel like one team?
2 facets of Shared Mindset
Shared mental models
Team members’ shared understanding and mental representation about key elements of the team’s
relevant environment
Areas
Task model (context, goals, strategies, plans)
Equipment model (tools, technology, resources)
Team model (members’ skills, values, habits)
Teamwork model (responsibilities, interdependencies)
Lead to team members interpreting information similarly, sharing expectations about future events →
Makes implicit coordination possible
Sharedness vs Diversity
Week 1
Readings
The Mutual Knowledge Problem · Types of information problems · Failure to communicate and retain contextual infor
Week 2
2.2 - Fundamentals of Team Effectiveness
Fundamental building blocks required for effective team processes to emerge and for team effectiveness (output, vi
2.3 SPLIT Model of Social Distance
Image · Social Distance: Degree of emotional connection people have with others · Structure · What · The physical c
Workshop
Improving virtual teams set up · Fostering shared identity: Virtual HQ for remote teams · allows more organic sponta
Readings
The Secrets of Great Teamwork · This paper lays out the fundamentals of great teamwork and contextualizes those i
Week 3
Video Lecture 3.2 - Navigating Cultural Diversity
Objective: Better understand the traits (CQ, cultural intelligence) and behaviours (behavioural strategies and adjust
Lecture 2 - Structure, Language and Identity
Main issue · Boundaries in GVTs create social distance, leading to subgroups (us vs them, mistrust. vicious cycle) ·
Video Lecture 3.3 - Leading/Facilitating diverse teams
Team: interdependent group of people with relative stability and a clear collective goal · Diversity: differences betwe
Readings
Navigating the Cultural Minefield - Erin Meyer, 2014 · Key dimensions in culture map · 8 scales representing the man
Week 4
Readings
--- · Five Ways to Improve Communication in Virtual Teams · What are key behaviors that GVT members can engage
↑ Global Virtual Teams (B3EL103) - ALL notes
Readings
The Mutual Knowledge Problem
Types of information problems
Failure to communicate and retain contextual information
Unevenly distributed information
Differences in salience of information among members of dispersed collaboration
Relative differences in speed of access to information
, Interpretation of the meaning of silence
↑ Global Virtual Teams (B3EL103) - ALL notes
2.2 - Fundamentals of Team Effectiveness
Fundamental building blocks required for effective team processes to emerge and for team effectiveness
(output, viability, individual development)
→ Compelling Direction: a common goal that is clear, attainable and a shared understanding?
→ Strong Structure: team consists of the right people (balance of skills, diversity), and has optimally
distributed tasks. do we have the right member and mix of members? do we know who's doing what?
→ Supportive context: do we have necessary resources and training? appropriate rewards and
reward structure?
→ Expert coaching: whether the supervisors can create discussions needed to tackle problems
, Real Team has also historically been a fundamental building block
replaced in team effectiveness 2.0 by Shared Mindset
do we readily share info with one another?
do team members have a strong common identity and feel like one team?
2 facets of Shared Mindset
Shared mental models
Team members’ shared understanding and mental representation about key elements of the team’s
relevant environment
Areas
Task model (context, goals, strategies, plans)
Equipment model (tools, technology, resources)
Team model (members’ skills, values, habits)
Teamwork model (responsibilities, interdependencies)
Lead to team members interpreting information similarly, sharing expectations about future events →
Makes implicit coordination possible
Sharedness vs Diversity
