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February 2007
Establishing and Sustaining Collaborationand Shared Work in Virtual Environments
Roberto J. Rodrigues, Consultant Information and Knowledge Management Area (DD/IKM)Pan American Health Organization Washington D.C.
Abstract 
This paper reviews critical issues related to the establishment and functioning ofteams and work groups that utilize virtual (mediated) resources such as audio andvideoconferencing and computer-based solutions, e.g. e-mail, listservers, MS-SharePoint, webmeeting, or other virtual information and communication technologyapplications. Comments and recommendations are based on practical learnedlessons, as reported by public and private organizations, and on the experiencegained over the past three years by PAHO’s DD/IKM Area with the use of telephoneconferencing, videoconferencing, NetMeeting, SharePoint, and Elluminate Live! tosupport work group activities.
1. The Nature of Teams and Consultative Groups
A
team 
is an assembly of a relatively small number of people working collaboratively, frequentlyin contact, and committed to a common goal, purpose, approach, and performance for whichthey hold themselves mutually accountable. Not every group of people working together is ateam. As a matter of fact, very few groups of people working together function as true teams [1,2].
Facts about teams 
:
•
When a team cannot be assembled and the individuals of the group pursue their ownagendas, the work of the group generally will default to a mediocre solution rather thanthe best solution.
•
A true team will collaborate to the best solution, rather than default to a mediocresolution.
•
The person initiating the team (Team Sponsor) has ownership and continuingresponsibility throughout the life of the team.
•
Team performance is comprised of both individual results and collaborative work-products, which require synergy among the team members.
 
2
•
Creating and sustaining successful teams involves a teaming planning process thatinvolves establishing a foundation for the team work, chartering the team, sustaining theeffectiveness of the team throughout the work period, and accomplishing the goals andpurposes for which the team was established.Differently from a team, a
consultative group 
is an assembly of people working independentlyof each other, with limited intergroup communication, with the objective of producing a collectiveproduct. Consultative group members are individually responsible for accomplishing specifictasks. The output of a work group, usually edited and given unity by a rapporteur or coordinator,is equal to the sum of its inputs and frequently misses the richness, innovation, and insights thatcharacterize true team work.
2. The Successful Team
Most teams fail because they do not adequately plan for success. Creating and sustainingsuccessful teams involves a
disciplined teaming process 
supported by leadership, facilitation,training, materials, and activity and performance support products [1].
2.1. Pre-Team Activities 
An important initial definition must be reached regarding the time of team being assembled – there are three types of teams:
teams that decide, teams that recommend, and teams that implement 
.The following
questions 
must be answered:a. What is the purpose of this team?b. Are they charged with making recommendations, making decisions, or taking action?c. What value does it bring to the Organization?d. What critical skills are needed for the team to succeed?e. What resources are needed (time, people, training, technologies)?f. What are the deliverables?g. How will success be measured?h. When is the team finished?i. What rewards or recognition can the team members expect?
 
3 They will help define:
•
The
Purpose 
of the team and the establishment of Ownership and Leadership
•
The
Process 
to be used by the team: Charter, Members, and Support Tools
•
The
Payoff,
i.e. the definition of Success before the team is initiated
•
 
Team Sponsor 
- promoter or highest level "manager" of the team. This is the personwho defines the goals and purpose, approves the requirements, and sets themeasurements for the expected team outputs. This is the person who defines thedeliverables.
•
 
Team Leader 
- the "operator" of this process and who detains the knowledge orspecialized content of the field that the team will examine. This is the person whoaccomplishes the requirements and applies the measurements. This is the person whodelivers the deliverables created through the efforts of the team.
•
 
Team Facilitator 
- helps a team by managing and making the work of the team easier.The facilitator: identifies team operation problems, helps resolve conflicts, helps makemeetings more productive, and keeps the team focused and moving ahead.
•
 
Team Supporter 
– usually a professional with experience in the application and use ofinformation and communication technologies and group decision support systems(GDSS). The supporter role is to train and assist team members in the use of electronicresources aimed at minimizing common communication barriers through applicationssuch as audioconference, videoconference, and computer-mediated solutions.
2.2. Step 1: Chartering the Team 
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