This book explains what's needed in terms of both organizational and individual development--and shows how the technological tools support and expand the options for collaboration.
It answers such critical questions as "What makes working virtually work?" "How do we start?" "How do you develop new leaders in a virtual environment?" "What skills do virtual managers and team members need?" How do you determine how ready they are?" "Which technologies are most appropriate for your purposes?" "What's the impact on existing systems and structures?"
Through work charts, vivid "composite" examples, definitions and actual cases, she explains how to reframe the organization without losing the culture, how to manage the group dynamics of change, and create trust by expanding emotional bandwidth. She sets out the criteria for selecting technologies to adapt and guide communication and work flow processes to a virtual environment, discusses new team roles, and how to select virtual team candidates. She covers training, communication, and management.
As someone who began developing, and working in, virtual teams in 1984, Trina Hoefling's experience is arguably the most extensive in the field. This book will be an indispensable practical guide and reference for virtual team leaders, human resource managers, CEO's and trainers. It will also be suitable for professional certification and business courses in organizational development.
