People & Strategy Spring 2018 Vol. 41 No. 2 - 35

conference should have been organized to ensure all team members
felt involved in critical decisions for
the project. One critical responsibility
of team leaders in these types of situations is to ensure that communication norms and protocols are in place
to keep all team members engaged
and updated.
Issue 2: Fear of Disclosing Errors
Additionally, lack of trust across
dispersed team members has made
it unlikely for these individuals to
speak up when they notice issues
or have concerns. Consequently, a
deadline was recently missed due
to lack of communication. One of
the dispersed team members who is
responsible for creating the interface
of the report identified an error in the
data reported but was unsure of the
root cause.
Asking for help or admitting uncertainty makes most people feel vulnerable and requires willingness to
take the risk of publicizing a lack of
knowledge. In this situation, the team
member who identified the error was
afraid of being held responsible for
it. Although prevailing wisdom would
suggest this is certainly a time to
admit there is a problem and work
with the relevant team members
to resolve it, that course of action
is not always an easy one to take.
This employee chose not to disclose
the error to team members, instead
attempting to resolve it independent-

ly. To avoid risking embarrassment,
potential loss of credibility, and/or a
poor performance review this individual worked long hours to try to fix the
issue and was still unable to do so
until it was too late.
This is another example of an issue
that stems from lack of initial trust development and a safe team climate
where team members feel safe being
vulnerable. With that being said, the
teammate who made and caught
the error could have very easily set
up a one-on-one call with the team
lead to explain the situation and see
what the best path forward would be.
While this puts the team member in
a vulnerable situation, the private nature of the initial conversation could
serve to buffer some of the potential
backlash of detailing the error on
a call or in an email with the whole
team included. The team lead would
then be responsible for reinforcing
this behavior of admitting errors and
looking forward instead of backward
in trying to find a solution and to get
the project back on track.
Issue 3: Lack of Visibility
Impacting Accountability
A third major issue impacting the
HRIS team is a lack of visibility to
the status of different project components. This lack of visibility has
led to lower levels of accountability
among the team members, impacting the ability to meet deadlines.
Further exacerbating this problem

References
Breuer, C., Huffmeier, J., & Hertel, G. "Does trust matter more in
virtual teams? A meta-analysis of trust and team effectiveness
considering virtuality and documentation as moderators." Journal of Applied Psychology 101, no.8 (2016): 1151-1177.2
2
Jones, G.R., & George, J.M. "The experience and evolution of
trust: Implications for cooperation and teamwork." Academy of
Management Review 23, (1998): 531-546.
3
Kolfschoten, G.L., & Brazier, F.M. "Cognitive load in collaboration: convergence." Group Decisions and Negotiation 22, no. 5
(2013): 975-996.
4
Rosen, B., Furst, S., & Blackburn, R. "Overcoming barriers to
knowledge sharing in virtual teams." Organizational Dynamics
36, no. 3 (2007): 259-273.
5
Chiu, Y.T., & Staples, S. "Reducing faultlines in geographically
dispersed teams: Self-disclosure and task elaboration." Small
1

is the fact that work that should
be completed interdependently is
occurring in silos. In order to get the
project back on-track, accountability
and teamwork need to be enhanced.
This problem is challenging in that
it is dual-faceted. The first challenge here is the lack of visibility
and accountability among team
members. Utilization of scheduled
videoconferences to provide project status updates would provide
increased visibility and accountability among the team members.
This could be coupled with project
management software to help
track progress outside of real-time
conversations. Both of these strategies would allow team members
to better understand which other
colleagues are working on components of the project that closely
align with their own work, facilitating increased teamwork.
The second challenge of this scenario
pertains more to the logistics of team
members working together to complete tasks. This is where the usage
of document co-creation tools would
allow for team members to simultaneously work on project components.
If document co-creation tools are not
ideal for a specific project, desktop
virtualization could be a suitable
alternative that would allow all team
members to have access to the
team's files to work on them together,
through in an asynchronous manner.

Group Research 44, no. 5 (2013): 498-531.
Cheng, X., Yin, G, Azadegan, A., & Kolfschoten, G. "Trust evolvement in hybrid team collaboration: A longitudinal case study."
Group Decisions and Negotiation 25 (2016): 267-288.
7
Monge, P.R., & Contractor, N.S. "Emergence of communication
networks." In The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods, edited by F.M.
Jablin & L.L. Putnam, 440-502. Thousand Oaks: Sage Publications, 2001.
8
Wilson, J.M., Straus, S.G., & McEvily, B. "All in due time: the
development of trust in computer-mediated and face-to-face
teams." Organizational Behavior and Human Decision Processes 99,
no. 1 (2006): 16-33.
9
Germain, M., & McGuire, D. "The role of swift trust in virtual
teams and implications for human resource development." Advances in Developing Human Resources 16, no. 3 (2014): 356-370.
6

VOLUME 41 | ISSUE 2 | SPRING 2018

35



Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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