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Virtual team working: making it happen

机译：虚拟团队合作：实现目标

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Purpose - The paper seeks to discuss virtual working, technology utilisation and how technology can be used to enhance human interaction rather than replace it. It is often the fabric of virtual human relationships that remains sadly neglected. This viewpoint paper aims to stimulate a more comprehensive debate about how to work effectively with and through others in our virtual world. Design/methodology/approach - Working closely with global corporations, the author studied both permanent and project-based virtual teams. Through observation and diagnostics, a comparison of the effectiveness of these teams was made against that of traditional co-located teams. Findings - Many businesses attempt to treat virtual working in the same way as co-located working. The human impact and implications of virtual working are not fully understood or dealt with. The cultural retention of practices and policies that are relevant to co-located traditional work but often counter-productive for virtual working can result in tensions, conflicts and the ultimate disengagement of the workforce. Practical implications - This paper offers a sample of the pragmatic tips and approaches the author's organizations brings to its clients. The most practical outcome of reading this paper is the recognition that virtual working has some subtle and key differences that need to be understood and managed by all those involved. Originality/value - This paper is intended to be thought-provoking for executive leaders, leaders, human resource professionals, change management agents and - most importantly - members of virtual teams.
机译：目的-本文旨在讨论虚拟工作，技术利用以及如何使用技术来增强人机交互而不是替代人机交互。令人遗憾的是，常常是虚拟人际关系的结构。本观点论文旨在激发关于如何与虚拟世界中的其他人有效地合作以及如何与他人有效合作的更全面的辩论。设计/方法/方法-作者与全球公司紧密合作，研究了永久性和基于项目的虚拟团队。通过观察和诊断，将这些团队的效率与传统的同地团队进行了比较。发现-许多企业尝试以与位于同一地点的工作相同的方式对待虚拟工作。虚拟工作对人类的影响和影响尚未得到充分理解或处理。在文化上保留与在同一地点的传统工作相关的做法和政策，但通常对虚拟工作起反作用，可能会导致紧张局势，冲突和劳动力的最终脱离。实际意义-本文提供了一些实用技巧的示例，以及作者组织为客户带来的方法。阅读本文最实际的结果是认识到虚拟工作具有一些细微和关键的差异，所有相关人员都需要理解和管理这些差异。独创性/价值-本文旨在为执行领导，领导者，人力资源专业人员，变更管理代理以及最重要的是虚拟团队成员提供启发。

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