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Direct participation in any virtual team imposes certain obligations and responsibilities on its members. In order for the collective to work smoothly and be able to achieve the goals set, it is required to ensure the appropriate mode of operation, which will facilitate the involvement of each representative. Nevertheless, in the process of work, difficulties arise, and their timely overcoming testifies to participants’ well-preparedness. This paper focuses on analyzing activities in a virtual team, identifying problems that may affect performance negatively, and considering potentially effective solutions that may be valuable when facing specific challenges.
Team’s Purpose and Its Members’ Contribution
The considered virtual team is based on the activities performed by the organization “Atrium Health.” In particular, it is created to develop an evidence-based project aimed at promoting public health among people with cardiovascular diseases.
The purpose of the team is to introduce one or a few programs to help the target population to feel safe. Among the key members of this group, it is required to single out a leader supervising the participants’ work and helping to maintain consistently high performance. Also, two responsible medical specialists are engaged in monitoring proposed ideas and assessing the potential outcomes of interventions. The remaining team members develop implementation strategies and discuss activities with one another.
Potential Problems
One of the problems that the team members may face is the lack of a sufficient level of communication to achieve the highest possible result. According to Lockwood (2015), virtual interaction may fail, for example, because of a language barrier. In the process of organizing joint work, it is crucial to ensure that all the members of one team can understand one another and convey all information comprehensively.
Another challenge that threatens the performance of a virtual team is the lack of consistency in actions and the rejection of ideas and proposals. This problem is fraught with serious consequences since in case of disagreements on professional grounds, productive cooperation may be completely violated, which, in turn, is unacceptable when the role of each of the participants is significant.
The difficulty that is not easily resolved within any virtual team is non-subordination to senior colleagues. Pangil and Moi Chan (2014) mention this issue in the context “the difficulties of managing remote employees” and note that its overcoming requires significant leadership authority (p. 93). Finally, another problem may be related to the lack of opportunities to establish friendly relationships required to strengthen a team. As Pangil and Moi Chan (2014) note, this obstacle excludes informal conversations that can be valuable for discussing immediate tasks in a relaxed atmosphere.
The virtual team based on the organization “Atrium Health” can cope with all the aforementioned challenges. It is possible that some members of the group may be susceptible to certain challenges. In particular, the inconsistency of opinions may manifest itself since all the team members are professionals, and their experience may differ, thereby forcing them to debate. However, through joint efforts and clearly set goals, any obstacles may be overcome.
Effective Solutions
To achieve the effectiveness of the virtual team in question, it is necessary to think out and implement several solutions that may eliminate difficulties. In order to avoid communication difficulties, Krumm, Kanthak, Hartmann, and Hertel (2016) propose all the members of any group to communicate their ideas in a structured and accessible manner, using technological advances, such as video chats.
This method will help to clarify any nuances and ask questions if necessary. Also, it is essential to pay attention to preventing the challenge of not accepting one another’s ideas. An important role belongs to the team leader who can resort to a democratic approach and give all medical professionals an opportunity to express personal opinions. Such a measure would help to avoid controversy and come to a single decision regarding specific issues.
If a potential difficulty arises with non-subordination to the instructions of the team leader, Krumm et al. (2016) offer not to dispute and try to “constructively deal with criticism” (p. 126). If reasonable counterarguments in favor of certain proposals are presented, there is no need to neglect an opportunity to evaluate the opinions of experienced colleagues. However, in case of obvious rudeness, preventive measures should be taken, for instance, expulsion from the team, which will enable other participants to understand the importance of respect for one another and avoid interpersonal conflicts.
Finally, the issue of friendly conversations can also be resolved through the modern means of communication. If the team members demonstrate interest in interacting in an informal setting, they can always connect on social networks or through various mobile applications. It will allow the group participants not to feel the distance among them and maintain a favorable microclimate in the collective.
Conclusion
The virtual team based on the organization “Atrium Health” and working on a project to help patients with cardiovascular diseases may experience some difficulties in the process of joint activities. Nevertheless, for any of the problems, there are effective solutions that will help to avoid challenges. Adherence to clearly defined goals and the observance of communicative norms are indispensable conditions for the coordinated work of the team members.
References
Krumm, S., Kanthak, J., Hartmann, K., & Hertel, G. (2016). What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams. Human Performance, 29(2), 123-142. Web.
Lockwood, J. (2015). Virtual team management: What is causing communication breakdown? Language and Intercultural Communication, 15(1), 125-140. Web.
Pangil, F., & Moi Chan, J. (2014). The mediating effect of knowledge sharing on the relationship between trust and virtual team effectiveness. Journal of Knowledge Management, 18(1), 92-106. Web.
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