Making virtual teams work is not easy. 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. Relatively routine tasks, such as scheduling a meeting, become complex and fraught wi

In a virtual world, the way you come across in your first interactions will define future interactions—studies have shown that “virtual trust is either established or destroyed right up front.” (Bourhill, Stuart, 1998). Starting team interaction with social messages can also set a good tone and develop trust. Successful virtual teams recognize that trust among team members increases when the members exchange personal information and try to get to know each other (Bourhill, Stuart, 1998). The type and tone of communication among members also impacts the team’s trust level. Team members must consistently display “eagerness, enthusiasm, and an intense action orientation” (Bourhill, Stuart, 1998) in team communications.

Virtual teams have an even more difficult time than face-to-face teams have with communication problems. (Jourdain, 2003) Because of the medium of delivery used in a virtual team, the written word is relied upon more than the other methods of communication. When communicating in this fashion, tone, pitch, body language, and eye contact are lost on the recipient. With this non-verbal communication missing, it is very easy for misunderstandings to take place between team members.

Virtual teams can usually reduce or eliminate future potential communication conflicts by taking a few steps. Care needs to be taken as to how words are chosen, and the writer must be explicit in what it being written to eliminate room for misinterpretation. Team members should also realize the limitations of the medium when they read messages, and seek clarification from the writer rather than assume bad intent. It is best to establish team rules and the roles each team member will play when a team is being formed (Jourdain, 2003). If an issue bothers a team member, it is best to discuss the situation with the team before it escalates and becomes destructive to the team. If possible, use a medium other than email to resolve the issue; this helps avoid further inflammatory misunderstandings (Jourdain, 2003). The longer an issue is left unresolved, the harder it is to resolve and the more productivity is lost. If there is a communication conflict, not addressing it promptly is usually detrimental to the success of the team. Remaining silent and not talking the situation through will not ensure a healthy team environment. Resolving conflict is a difficult process and the team must be relentless in finding a positive solution.

Some questions that can arise in a virtual team are: Will there be team disappointment within the group? Can a virtual team become reliable? Will individual efforts be visible to and appreciated by the team? These are only some questions that can arise and affect the performance of a team. Conflict may result if individuals overstep one another’s values, needs, expectations, perceptions, or personalities. Working as a team can cause a lot of aggravation if members feel that they are not getting the respect that they deserve. When team members try to contribute their fair share and are not being heard, tension may develop among a team. This can develop into resentment and cause additional conflicts. If a team reaches this point it is very hard for team members to contribute and regain the trust needed among the members.

Some topics in this essay:
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