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Mentimeter

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Mentimeter

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https://www.edutopia.org/article/4-guiding-questions-effective-remote-
collaboration

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complex digital artefacts with sophisticated structures. - Deshpande, 2016)

Done right, remote working can boost productivity and morale; done badly, it can
breed inefficiency, damage work relationships, and demotivate employees

https://www.tandfonline.com/doi/pdf/10.1080/09585190701763883?needAccess=
true
Complex digital artefacts with sophisticated structures. - Deshpande, 2016)

Done right, remote working can boost productivity and morale; done badly, it can
breed inefficiency, damage work relationships, and demotivate employees

https://www.tandfonline.com/doi/pdf/10.1080/09585190701763883?needAccess=
true
If they don’t have a conversation explicitly about purpose, it’s quite possible that
this team will struggle to make meaningful headway in any direction. A team can’t
begin to talk about strategy and action until it is clear about purpose.

How will you measure success in your team?

Define roles and responsibilities upfront, don’t assume

https://www.tandfonline.com/doi/pdf/10.1080/09585190701763883?needAc
cess=true
If they don’t have a conversation explicitly about purpose, it’s quite possible that
this team will struggle to make meaningful headway in any direction. A team can’t
begin to talk about strategy and action until it is clear about purpose.

How will you measure success in your team?

Define roles and responsibilities upfront, don’t assume

https://www.tandfonline.com/doi/pdf/10.1080/09585190701763883?needAc
cess=true
http://oro.open.ac.uk/47461/1/submitted%20%20version.pdf
Many communication difficulties are linked to cultural and linguistic differences
between teams. These are however compounded by other difficulties. Slow or
unreliable transmission quality over communications networks can cause problems.
Collaboration can be hampered by a lack of effective tools for managing activities
such as task boards, bug trackers, and backlog tools. Teams distributed over more
than two locations in different time zones experience particular problems

Olson & Olson (2014) identify four stubborn problems of distance: out of sight out
of mind, trust, culture and time zones.
https://hbr.org/2018/02/how-to-collaborate-effectively-if-your-team-is-remote
Physical – physical and time distance between team members.
Operational – the noise that can impede effective communication like
differences in skill levels, size of the team and bandwidth
Affinity – issues that prevent your remote team from building deep, long-lasting
relationships based on shared value, trust, and interdependency.
Affinity distance has the biggest impact on the long term performance of your
team

Why is strategy SO important?

At 10 p.m., a corporate lawyer gets a text from a colleague and wonders (not for
the first time) if there’s a protocol about work-related texts after a certain
hour.
After a long and liquid client dinner, an advertising executive opens an email
from his boss reminding him to submit his expenses on time. Annoyed by this
micromanagement, he immediately responds with his uncensored thoughts.
On the weekly team conference call, a remote team member is confused about
whether her colleague is really “on mute” when she delays a response to a
question or if she’s just not paying attention and is using this as an excuse.

Why do remote teams demand new collaboration skills? What’s missing from
our texts, emails, conference calls, and other digital communications? Body
language.

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Face-to-face VS. remote team work: There are far more opportunities to talk,
discuss, and observe in an office. There are a lot of tools and infrastructure
that facilitates communication between team members. Last but not the
least, managers and team members know how to make the most of an office
environment. Daily interaction builds familiarity and a close relationship.
People can walk up to others to have a chat. Water cooler and pantry for
informal chats about everything under the sun. In short, the office gives your
team a great social life.

https://www.hivedesk.com/blog/remote-team-communication/

The communication needs of a remote team are different. As a manager, you

need to understand the nuances and challenges of communicating well in a
remote team setting.
https://www.hivedesk.com/blog/remote-team-communication/
1. Switch to video calls. his is the most effective way to improve
communication and increase the performance of your remote
team. video communication is most effective as it helps the team
members build emotional bonds with each other. Seeing each other
regularly builds familiarity and bonding that’s difficult to do with
faceless people in a conference call. The trust and emotional
relationship video calls help develop are critical in helping the team
overcome or reduce Affinity distance.

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2. Change the way the team communicates in writing: ost business
teams use too many jargon, acronyms, and abbreviations. reate a
dictionary or list of acronyms/abbreviations the team can use and
prohibit the ones not included in it. Another important change to
make is to switch from brief, pithy emails to more detailed ones.
Short emails are good for quick notes but not for explaining or
communicating important issues. Coach your team to write
detailed emails with as much information as possible
3. Don’t micromanage: It’s important to make your team members
feel trusted and wanted. Don’t call them multiple times a day

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https://www.hivedesk.com/blog/remote-team-communication/
6. Use virtual team-building: Loneliness is perhaps the biggest problem
faced by remote workers. It can cause disengagement, drop in
performance/productivity, even employee turnover. he only way to break
loneliness is to build personal and social bonds between team members.
7. Celebrate birthdays, achievements etc
8. Set up a virtual water cooler: Setup separate channel in messaging tool
or create a public discussion board. You need to get your team members
to use it. You need to be deliberate about encouraging others to take part
by being an active participant yourself. People can post about the food
they cook, share vacation pictures, news about their family, and even
jokes. Let them post about anything that will not be a legal liability for your
business.

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https://www.atlassian.com/blog/teamwork/virtual-team-building-activities-
remote-teams
https://www.atlassian.com/team-playbook/plays/learning-circle

Battle of the giffs: https://trello.com/b/Z07yg0BA/gif-battle-game

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Electronic communication is effective for sharing explicit knowledge but not for
tacit exchanges which typically require close personal contacts. In virtual
teams more of the knowledge being shared is of lower quality and less
sensitive because it can be more difficult to share emotions, experiences and
insights. The reduction in the quality of knowledge being shared can lower
team performance and reduce members’ intentions to remain on the team.
Their findings indicate that in virtual teams increased knowledge sharing is
associated with increased team effectiveness;

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https://culture.entelect.co.za/

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https://www.tandfonline.com/doi/pdf/10.1080/09585190701763883?needAcce
ss=true

Effective leaders can emphasize the project team’s (rather than the subgroup’s)
identity by reinforcing individuals’ sense of working
on their specific project. That is, these leaders can provide team members with
something new with which to identify (Fiol 2002) and
shared team identity can help to bridge the distance between group members
(Hinds and Bailey 2003).

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include the use of ‘seeding visits’ at the beginning and ‘maintaining visits’ during
projects in order to build trust - Deshpande, 2016)

https://www.tandfonline.com/doi/pdf/10.1080/09585190701763883?needAcce
ss=true
Interpersonal trust between team members, which has been described as a
psychological state comprising the intention to accept
vulnerability based on positive expectations of the intentions or behaviours of
another (Rousseau, Sitkin, Burt and Camerer 1998)

There are two forms of interpersonal trust, cognition-based trust and affect-
based trust (Lewis and Wiegert 1985). Cognition-based trust is based on
reasoning about others’ reliability and dependability. The competence,
integrity, ability and past record of the person being trusted form the
rational basis for withholding trust (Luhmann, 1979). Affect-based trust
consists of emotional bonds between two parties who express genuine care
and concern for the welfare of each other (McAllister 1995)

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include the use of ‘seeding visits’ at the beginning and ‘maintaining visits’ during
projects in order to build trust - Deshpande, 2016)

https://www.tandfonline.com/doi/pdf/10.1080/09585190701763883?needAcce
ss=true
Interpersonal trust between team members, which has been described as a
psychological state comprising the intention to accept
vulnerability based on positive expectations of the intentions or behaviours of
another (Rousseau, Sitkin, Burt and Camerer 1998)

There are two forms of interpersonal trust, cognition-based trust and affect-
based trust (Lewis and Wiegert 1985). Cognition-based trust is based on
reasoning about others’ reliability and dependability. The competence,
integrity, ability and past record of the person being trusted form the
rational basis for withholding trust (Luhmann, 1979). Affect-based trust
consists of emotional bonds between two parties who express genuine care
and concern for the welfare of each other (McAllister 1995)

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https://x-team.com/blog/10-habits-successful-remote-worker/
1. Maintain professionalism: Dress, talk, work professional. Has to do with
sense of responsibility, work ethics, integrity, competence

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Adapted:
https://x-team.com/blog/10-habits-successful-remote-worker/

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https://www.franklincovey.com/the-7-habits/

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https://biz30.timedoctor.com/measure-productivity-employees-working-from-
home/

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diversity of communication modes (asynchronous and synchronous) is needed.
needed to be familiar with the tools being used; information sharing needed to
be explicit; information was transformed more often than in a co-located
setting; and individuals had to take responsibility for deciding what
information to share, when and through which medium

Communication, coordination, information repositories and computational

infrastructure. - Olson & Olson (2014)

MIRO:
https://miro.com/?utm_source%3Dgoogle%26utm_medium%3Dcpc%26utm
_campaign%3DS|GOO|BRN|ZA|EN-
EN|Brand|Exact%26utm_adgroup=%26utm_custom%3D10897829208%26ut
m_content%3D458329234284%26utm_term%3Dmiro%26matchtype=e%26
device=c%26location=1028682&gclid=CjwKCAjw6fCCBhBNEiwAem5SOzS4a
w4DQ18xQGMNBmuxxprqx3XcsjJplVkcDbmZUFDqs1yLXKhzmhoCrTEQAvD_
BwE

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diversity of communication modes (asynchronous and synchronous) is needed.
needed to be familiar with the tools being used; information sharing needed to
be explicit; information was transformed more often than in a co-located
setting; and individuals had to take responsibility for deciding what
information to share, when and through which medium

Communication, coordination, information repositories and computational

infrastructure. - Olson & Olson (2014)

MIRO:
https://miro.com/?utm_source%3Dgoogle%26utm_medium%3Dcpc%26utm
_campaign%3DS|GOO|BRN|ZA|EN-
EN|Brand|Exact%26utm_adgroup=%26utm_custom%3D10897829208%26ut
m_content%3D458329234284%26utm_term%3Dmiro%26matchtype=e%26
device=c%26location=1028682&gclid=CjwKCAjw6fCCBhBNEiwAem5SOzS4a
w4DQ18xQGMNBmuxxprqx3XcsjJplVkcDbmZUFDqs1yLXKhzmhoCrTEQAvD_
BwE

28
diversity of communication modes (asynchronous and synchronous) is needed.
needed to be familiar with the tools being used; information sharing needed to
be explicit; information was transformed more often than in a co-located
setting; and individuals had to take responsibility for deciding what
information to share, when and through which medium

Communication, coordination, information repositories and computational

infrastructure. - Olson & Olson (2014)

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diversity of communication modes (asynchronous and synchronous) is needed.
needed to be familiar with the tools being used; information sharing needed to
be explicit; information was transformed more often than in a co-located
setting; and individuals had to take responsibility for deciding what
information to share, when and through which medium

Communication, coordination, information repositories and computational

infrastructure. - Olson & Olson (2014)

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Lessons from China – Rahael Bick, Michael Chang, Kevin Wei Wang, Tianwen Yu
2020

1. Teams or whole business units working remotely can quickly result in

confusion and a lack of clarity. Being isolated leads to uncertainty about who
to talk to on specific issues and how and when to approach them, leading to
hold-ups and delays. That’s why establishing a structure and architecture for
decision making and effective communication is key.
2. Leaders need to energize the whole company by setting a clear direction and
communicating5 it effectively. Offering a strong vision and a realistic outlook
can have a powerful effect on motivation across the organization. Leaders
need to energize the whole company by setting a clear direction and
communicating5 it effectively. Offering a strong vision and a realistic outlook
can have a powerful effect on motivation across the organization.

3. may be facing other pressures at home, including caring for their children
when schools are shut, leading to feelings of isolation and insecurity.
Business leaders need to respect and address these additional needs.
Empathy is a crucial tool here, offering a way to connect, promote
inclusiveness, and create a sense of community in a void of physical
interaction.

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Lessons from China – Rahael Bick, Michael Chang, Kevin Wei Wang, Tianwen Yu
2020

4. Meetings needs to be tightly run. Track time and manage outcomes.

Establishing robust working norms, workflows and lines of authority is critical,
but all too easy to skimp on

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Lessons from China – Rahael Bick, Michael Chang, Kevin Wei Wang, Tianwen Yu
2020

6. Effective remote working starts with the basics—including a fast, stable, and
secure internet connection, as well as setting up an ergonomic home office
environment
7. Security concerns add a layer of complexity to the technological side of
remote working and can have serious consequences, in particular when
employees are not aware of safe practices or switch to unauthorized tools to get
their work done.

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diversity of communication modes (asynchronous and synchronous) is needed.
needed to be familiar with the tools being used; information sharing needed to
be explicit; information was transformed more often than in a co-located
setting; and individuals had to take responsibility for deciding what
information to share, when and through which medium

Communication, coordination, information repositories and computational

infrastructure. - Olson & Olson (2014)

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See if there is still time

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