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This is is the group that brings together people with the interest in what makes virtual teams '"tick".  The idea of setting up such a group was proposed at the "Leading and managing virtual team" training programme in 2020 (delivered by GLAD in partnership with "Global Integration" training provider.

The core of the group is made of the alumni of the training programme, however, we welcome new members, so please spread the word.

We got together for our first meeting on 07 April 2021, and this is what we discussed, agreed and proposed.

1) Terms of reference

Role and purpose of the group

The role of the alumni group is to be a community of practice, i.e. to provide safe and professional space for like-minded professionals united by the commonality of purpose and values:

  1. To identify problem areas of virtual team functioning
  2. Bring our experiences and expertise to work together on possible solutions
  3. To test possible solutions and learn from that
  4. To learn from each other’s experience of how to work effectively in a virtual team
  5. To distil examples of good practice (i.e., something that is proven to be an effective solution and can be applied successfully in a variety of settings)
  6. To share such examples with wider community contributing to the creation of culture of effective virtual working.
  7. To become a virtual social space for members to meet and interact in the informal and collegial way


Membership

The group membership is open to all (with the interest in the subject) and not restricted to the alumni of the “Leading and working in a virtual team” training programme, although the alumni form the core of the group.

Roles and responsibilities


The members of the group, by the mere fact of joining the group, agree to the following:

To treat each other’s views with respect acknowledging and valuing the diversity of experience, skills, backgrounds and perspectives of each member.

To accept that some subjects may appear sensitive and confidential, and if so such matters will be treated in this way.

To share and disseminate the content of “lessons learnt”/ideas/solutions if deemed of benefit for wider teams.

To contribute/share any resources (articles, books, web references) as way to share common interest and promote further thinking and discussion.


Types of activities

  • Our get together meeting
  • Sharing interesting resources
  • Inviting experts and interest people that we can learn from


Meetings and communication


Frequency of (virtual) meetings: TBC

Duration of meetings: 1 hr

Chairperson rotation: The members of the group may take turns in chairing meetings.


Records and agendas


Members of the group are welcome to contribute/add/amend notes of the meeting using this wiki page.

All members of the group are welcome to contribute to the agenda items/themes in planning for subsequent meetings.


Communication:

Email


2) Karim shared his impressions of the free trial session of the 'Productivity and the virtual team" delivered by the Global Integration on 26/03/21


This new learning module that GI developed following the feedback they received in 2020 from organisation that took part in their training programmes. 

The module explores different levels of productivity

Running meeting to complete collaborative tasks

Managing boundaries in terms of space and time (geographically dispersed teams)

Multi-tasking

This module is featured the programme that they offer this year - you are welcome to check out.


3) In the meantime - all group members are invited to proposed the topic(s) that the group will focus on.

This is what has been proposed so far:


Proposed by: (optional)I propose to focus on ...Further comments/reasons/clarificationAction

Productivity in remote working environment


Effective collaboration (what it is and how to achieve it) remotely


How to achieve and sustain adequate levels of engagement (virtual teams) ("team energy")


Impact of remote working on our use of time, i.e. less time to commute - more time to have things done? 


Hybrid teams - how to run them? The implications of hybrid ways of working


Balancing work roles and responsibilities, i.e. "local" vs "external" (dual lines of reporting)


Trust - how, what? What is our experience has been so far? What do we know? What do we want to know?







The next meeting will take place in mid-May (TBC, subject to doodle poll, IM to set up).


Something of interest to share:


The ultimate Remote Work Policy (in 3 words)

https://corporate-rebels.com/the-ultimate-remote-work-policy/


The remote revolution - are we reaching the tipping point?

https://corporate-rebels.com/reimagining-work/


Driving remote innovation through conflict and collaboration

https://sloanreview.mit.edu/article/driving-remote-innovation-through-conflict-and-collaboration/?utm_source=newsletter&utm_medium=email&utm_content=Read%20the%20article%20now%20%C2%BB&utm_campaign=Enews%20FOW%204/15/2021


Productivity during COVID-19

https://www2.deloitte.com/content/dam/Deloitte/ie/Documents/Consulting/ie-remote-working-productivity-management.pdf


Combating Zoom fatigue

https://www.hrgrapevine.com/content/article/2021-04-08-how-can-hr-combat-video-call-fatigue?utm_source=marketing&utm_medium=email&utm_campaign=podcast_090421


Science behind managing virtual teams

https://www.forbes.com/sites/amawson/2020/06/17/the-science-behind-managing-virtual-teams/?sh=7593ebc92023


The pains of 100% and some relief

https://corporate-rebels.com/the-pains-of-100-remote/


Why can't I stop staring at my own face on Zoom?

https://www.wired.com/story/cloud-support-staring-at-my-face-on-zoom/


Broadening the subject (it may be of interest)

Reinventing work: from optimization to adaptation

https://corporate-rebels.com/reimagining-work/




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