Members of virtual teams see each other less often than do members of co-located teams. Often, they don't know each other as well, and they face numerous challenges in building and maintaining trust. These factors make virtual teams vulnerable to the tactics of political operators. Here's Part II of a catalog of those vulnerabilities. See "Communication Traps for Virtual Teams: I," Point Lookout for May 26, 2010, for more.
- The unfair advantages of image management
- Image management is the practice of managing perceptions of a policy, a system, an effort, a person, or just about anything else. When someone realizes that others' perceptions don't align with what he or she would wish, deceptions are available to bring about a more desirable alignment. These steps include spin, omissions, inappropriate emphasis, delays in disclosure, obstructions of various kinds, and simple lies.
- In co-located teams, such deceptive methods are risky, because the audience usually has independent information sources, beyond the reach of image managers. In the co-located environment, another challenge for the aspiring image manager is frequency of refresh: the co-located audience can obtain independent information much more frequently than the virtual audience can. Thus, effective co-located image management requires continuous effort and considerable dedication. In the virtual environment, the image manager can be much more effective with a lot less effort.
- To counter these deceptions, begin by identifying anyone who might be engaged in image management. Usually, image management creates counter-action from those who feel that the image manager is unfairly characterizing them or their work. Private conversations with those involved are often helpful in determining what's really happening.
- The effect of mis-speaking on others' behalf
- In virtual teams, more often than in co-located teams, occasions arise in which one person relays or represents the views of another, or the views of a group. This happens because the team is dispersed geographically, or because the limitations of telephone or video constrain the number of people who can participate in discussions. In co-located teams, groups do
send delegates to meetings, but
the temptation to misrepresent
is less intense than
in virtual teamsSometimes such representatives of others are tempted to misrepresent the views of those they represent. The misrepresentation can be subtle and almost innocent, or it can be blatant, but in any case it can create problems.
- In co-located teams, groups do send delegates to meetings, but the temptation to misrepresent is less intense, because the loop back from the audience of the misrepresenter to the people being misrepresented is more likely to close. When it does, misrepresentations become obvious, and misrepresenters pay a high price.
- Virtual teams can gain control over such misrepresentations by recording meetings and distributing the recordings, or by including in meeting minutes not only the usual decisions and actions items, but also any representations made by those in attendance. Either technique helps achieve the "closed loop" that deters misrepresentation in co-located teams.
To decrease vulnerability, virtual teams must enhance connections between their members, which requires time and resources, and — most important — conscious, purposeful attention. First in this series Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- Confronting the Workplace Bully: I
- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront
or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly
why others do what they do. Here are some of the ways we get this wrong.
- Grace Under Fire: II
- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the
other into losing control. If we have better tools for recognizing these tactics, we're better able
to maintain self-control. Here's Part II of such a toolkit.
Forthcoming issues of Point Lookout
- Coming November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
- And on December 6: Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden. Available here and by RSS on December 6.
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.