Dispersity Adversity

When Marilyn heard, "Earth calling Marilyn, come in please," she suddenly realized that she'd been staring blankly at the Gantt chart. The wall-sized Gantt chart. The hopelessly outdated wall-sized Gantt Chart. Her mind had wandered.

"Marilyn here. Over," she replied. "So how do you think it happened?"

Phil was stumped too. "It's a puzzle, isn't it? Project of the Year to red-listed in three months. That chart is just expensive wallpaper now — actually, I kinda like it for the men's room."

"You would. But really…why is this project so different?"

As they talked, they kept returning to their decision not to use local talent. Back when they couldn't even get approval for contractors, they'd decided to use the Wellington people, who were 2000 miles away. And then, three weeks later, they added the two European teams. That made the score: time zones 4, languages 3, continents 2. They had had no choice…after September 11, travel became impractical, even when it was allowed.

Marilyn and Phil are struggling with managing a geographically dispersed team.

If you haven't had that experience, imagine a little four-month experiment.

First month

Replace all team meetings with teleconferences. Visiting a teammate's office is not permitted. Use the phone or interdepartmental mail instead.

Second month

Continue as last month, and eliminate hallway conversation. Use snail mail or overnight delivery instead of interdepartmental mail.

Third month

Continue as last month, but limit telephone conferences to three per week, at 7 AM or 11 PM. All other communication is by fax or email. Team members may not lunch together.

Fourth month

Continue as last month, but now in-person meetings are permitted — provided they are held at least a full day's journey away by air.

After four months, you'll understand a little of what a dispersed team deals with — if you still have a project left.

Here are some tips for managing dispersed teams:

People work better when they know each other

What we don't know, we make up, and what we make up is often scary. When we know each other — even a little — we like each other better.

Have an in-person kickoff meeting

An in-person kickoff meeting is essential, because people have to know each other before they can trust each other. Leave plenty of free time for socializing.

Face-to-face meetings are necessary

People need to meet face-to-face once in a while. It's the way we're made. Budget for it.

Count on trouble

Communications are more problematic the more remote they are. Face-to-face is safer than phone is safer than email is safer than fax is safer than overnight mail is safer than silence.

Get training in video, email, and phone

Since we aren't born knowing how to conduct a videoconference, we need training to do it well. Training in email and teleconferencing is also helpful.

Using a dispersed team might be a way around the bureaucratic constraints, but it isn't cheap, because you need budget for travel and training. Most important: go slow. It takes time to prevent (and sort out) communication mix-ups.  Top    Next Issue

Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!

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Forthcoming issues of Point Lookout

Coming April 24: Antipatterns for Time-Constrained Communication: 1

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And on May 1: Antipatterns for Time-Constrained Communication: 2

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.

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