What are the issues surrounding diversity in this context (i.e., virtual teams, self-managed teams, cross-cultural teams), and what are the challenges to teamwork effectiveness?
Diversity within team contexts, specifically within virtual, self-managed, and cross-cultural teams, is a complex issue with significant implications for teamwork effectiveness. While diversity can be a powerful catalyst for innovation and performance enhancement, it also presents considerable challenges, primarily related to communication, cohesion, and conflict management (Horwitz & Horwitz, 2007).
Within virtual teams, the geographical dispersion of members often leads to difficulties in synchronising across time zones, navigating distinct cultural norms, and adapting to diverse communication styles (Marlow et al., 2017). The lack of physical proximity can exacerbate these issues, leading to misunderstandings and inhibiting the formation of trust and social bonds. In self-managed teams, the absence of a hierarchical leadership structure can complicate decision-making and conflict resolution, especially when confronted with diverse viewpoints. Though enriched by a broad spectrum of ideas, cross-cultural teams must contend with potential cultural clashes and stereotyping (Langfred, 2007).
These challenges can significantly affect teamwork effectiveness. Distinct linguistic backgrounds, cultural connotations, and non-verbal cues can hamper effective communication. The physical distance in virtual teams, the need for defined leadership in self-managed teams, and cultural differences in cross-cultural teams often impede the development of cohesion and trust (Stahl et al., 2010). Moreover, conflicts arising from diversity-related misunderstandings or disagreements can be particularly challenging.
Overcoming these challenges necessitates a thoughtful, multifaceted approach. Key strategies include developing cultural intelligence, promoting open communication, building trust, and establishing explicit team norms and expectations (Breuer et al., 2016). Technology can also be leveraged to mitigate communication issues within virtual teams. An organisational culture that values diversity and provides training to enhance intercultural competencies is fundamental.
References
- Breuer, C., Hüffmeier, J., & Hertel, G. (2016). Does trust matter more in virtual teams? Journal of Applied Psychology, 101(8), 1151—1177. https://doi.org/10.1037/apl0000113
- Horwitz, S.K., & Horwitz, I.B. (2007). The effects of team diversity on team outcomes. Journal of Management, 33(6), 987—1015. https://doi.org/10.1177/0149206307308587
- Langfred, C.W. (2007). The downside of self-management: A longitudinal study of the effects of conflict on trust, autonomy, and task interdependence in self-managing teams. Academy of Management Journal, 50(4), 885—900. https://doi.org/10.5465/AMJ.2007.26279196
- Marlow, S.L., Lacerenza, C.N., & Salas, E. (2017). Communication in virtual teams: A conceptual framework and research agenda. Human Resource Management Review, 27(4), 575—589. https://doi.org/10.1016/j.hrmr.2016.12.005
- Stahl, G.K., Maznevski, M.L., Voigt, A., & Jonsen, K. (2010). Unravelling the effects of cultural diversity in teams. Journal of International Business Studies, 41(4), 690—709. https://doi.org/10.1057/jibs.2009.85
What characterises membership of different teams (i.e., virtual teams, self-managed teams, cross-cultural teams)?
The distinctive operational environments of virtual, self-managed, and cross-cultural teams shape their membership characteristics.
Virtual teams, defined by geographical dispersion, necessitate members with robust digital literacy, self-discipline, and practical communication skills (Gilson et al., 2015). The adaptability to flexible working hours is also crucial due to disparate time zones. However, the virtual nature of these teams can exacerbate trust and cohesion issues, hence the need for strong leadership to cultivate a collective team identity.
In contrast, self-managed teams require members with high levels of responsibility, decision-making capabilities, and a collaborative mindset (Langfred, 2007). The absence of traditional hierarchical structures necessitates self-regulation and mutual respect within the team. The autonomous nature of these teams can lead to power struggles or a lack of direction, underscoring the need for well-defined roles and objectives.
Cross-cultural teams demand members with cultural intelligence and respect for diversity. An openness to different perspectives and robust conflict resolution skills are essential, as cultural differences can lead to misunderstandings (Stahl et al., 2010). However, this diversity can stimulate innovation and creativity if adequately managed.
Despite the differences across these team structures, there are commonalities, such as the universal importance of communication skills (Mesmer-Magnus et al., 2011). In virtual teams, this manifests as digital communication proficiency; in self-managed teams, openness and clarity; and in cross-cultural teams, sensitivity to cultural nuances.
References
- Gilson, L.L., Maynard, M.T., Jones Young, N. C., Vartiainen, M., & Hakonen, M. (2015). Virtual teams research: Ten years, ten themes, and ten opportunities. Journal of Management, 41(5), 1313—1337. https://doi.org/10.1177/0149206314559946
- Langfred, C.W. (2007). The downside of self-management: A longitudinal study of the effects of conflict on trust, autonomy, and task interdependence in self-managing teams. Academy of Management Journal, 50(4), 885—900. https://doi.org/10.5465/AMJ.2007.26279196
- Mesmer-Magnus, J.R., DeChurch, L.A., Jimenez-Rodriguez, M., Wildman, J., & Shuffler, M. (2011). A meta-analytic investigation of virtuality and information sharing in teams. Organisational Behaviour and Human Decision Processes, 115(2), 214—225. https://doi.org/10.1016/j.obhdp.2011.03.002
- Stahl, G.K., Maznevski, M.L., Voigt, A., & Jonsen, K. (2010). Unravelling the effects of cultural diversity in teams. Journal of International Business Studies, 41(4), 690—709. https://doi.org/10.1057/jibs.2009.85
