The Handbook of High-Performance

Virtual TeamsA T O O L K I T F O R C O L L A B O R A T I N G

A C R O S S B O U N D A R I E S

Jill Nemiro Michael Beyerlein Lori Bradley Susan Beyerlein Editors

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The Handbook of High-Performance

Virtual TeamsA T O O L K I T F O R C O L L A B O R A T I N G

A C R O S S B O U N D A R I E S

Jill Nemiro Michael Beyerlein Lori Bradley Susan Beyerlein Editors

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Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-BassA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.

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Library of Congress Cataloging-in-Publication Data

The handbook of high-performance virtual teams : a toolkit for collaborating across boundaries / Jill Nemiro . . . [et al.]. p. cm. Includes bibliographical references and indexes. ISBN-13: 978-0-470-17642-9 (cloth) 1. Virtual work teams—Management—Handbooks, manuals, etc. 2. Teams in the workplace— Management—Handbooks, manuals, etc. 3. Performance—Management— Handbooks, manuals, etc. I. Nemiro, Jill E., 1954- II. Title: High-performance virtual teams. HD66.H36 2008 658.4'022—dc22 2007028792

Printed in the United States of America

FIRST EDITION

HB Printing 10 9 8 7 6 5 4 3 2 1

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iii

C O N T E N T S

Web Ancillaries viii

Figures, Tables, and Exhibits ix

Acknowledgments xiii

The Editors xv

The Contributors xix

The Challenges of Virtual Teaming 1

Jill Nemiro, Lori Bradley, Michael Beyerlein, Susan Beyerlein

PRINCIPLES OF HIGH-PERFORMANCE VIRTUAL TEAMS 27

PA R T O N E Working Collaboratively 29

O N E A Framework for Working Across Boundaries 31

Michael Beyerlein, Jill Nemiro, Susan Beyerlein

T W O Design Principles for Successful Virtual Teams 59

Gail Goodrich Harwood

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Contentsiv

PA R T T W O Building a Collaborative Culture 85

T H R E E The Three-Fold Path of Expanding Emotional 87Bandwidth in Virtual Teams

Trina Hoefl ing

F O U R Getting Virtual Teams Right the First Time: Keys 105to Successful Collaboration in the Virtual World

Linda M. L. Peters, Charles C. Manz

F I V E Sensemaking to Create High-Performing Virtual Teams 131

Gina Hinrichs, Jane Seiling, Jackie Stavros

S I X Trust Building Online: Virtual Collaboration and 153the Development of Trust

Chris Francovich, Michelle Reina, Dennis Reina, Christopher Dilts

PA R T T H R E E Leading Collaboratively 177

S E V E N Transformational Leadership Attributes for Virtual 179Team Leaders

David Braga

E I G H T Going Beyond Leadership Style: When and How Do 195We Lead Change?

Dina M. Mansour-Cole

N I N E Leading Virtual Teams: Potential Problems 213and Simple Solutions

Thomas A. O’Neill, Rhys J. Lewis, Laura A. Hambley

DESIGNING HIGH-PERFORMANCE VIRTUAL TEAMS 239

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Contents v

PA R T F O U R Setting Up a Collaborative Team 241

T E N Team Composition and Member Selection: 243Optimizing Teams for Virtual Collaboration

Kara L. Orvis, Stephen J. Zaccaro

E L E V E N Generational Differences in Virtual Teams 263

Emanuel Brady, Lori Bradley

T W E LV E Assessing Training Needs for Virtual 273Team Collaboration

Marilyn Sawyer Wesner

T H I R T E E N Design Concepts for Virtual Work Systems 295

Jodi Heintz Obradovich, Philip J. Smith

PA R T F I V E Working on a Collaborative Team 329

F O U R T E E N The Technology That Supports Virtual 331Team Collaboration

Lori Bradley

F I F T E E N Training for Virtual Collaboration: Beyond 345Technology Competencies

Arie Baan, Martha Maznevski

S I X T E E N Combating Confusion: Virtual Teams 367That Cross Borders

Sue Freedman

S E V E N T E E N Problem Solving in Virtual Teams 391

David Braga, Steve Jones, Dennis Bowyer

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Contentsvi

E I G H T E E N Correcting Chronic Decision-Making 405Problems Through Effective Collaboration

Mehran Ferdowsian

PA R T S I X Tools and Assessments for Collaboration 439

N I N E T E E N Tools for Effective Virtual Team Start-Ups 443

Kimball Fisher

T W E N T Y Tools for Effective Virtual Team Meetings 461

Dipti Gupta, Lori Bradley, Terence Yeoh

T W E N T Y- O N E VEtiquette: What Is the Etiquette 479of Virtual Teams?

Mal Conway, Jack Jennings, Curt Raschke, Mary B. Witort,

Michael Beyerlein

T W E N T Y- T W O Creativity Techniques for Virtual Teams 491

Jill Nemiro

T W E N T Y- T H R E E Using Assessments to Predict Successful 533Virtual Team Collaboration Performance

Scott K. Filgo, Scott Hines, Scott Hamilton

T W E N T Y- F O U R Building the Business Case to Executives 553for Virtual Teams

Michael Beyerlein, Susan Beyerlein

REAL WORLD EXAMPLES OF HIGH-PERFORMANCE 569VIRTUAL TEAMS

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Contents viivii

PA R T S E V E N Case Studies 571

T W E N T Y- F I V E Virtual Teams in Medical Care Delivery 575

Steven K. Rothschild, Stan Lapidos

T W E N T Y- S I X Distributed Work: Using Data to Drive 591Business-Focused Decision Making

Anita Kamouri, Eric Richert

T W E N T Y- S E V E N Virtual Collaboration in 619a Matrix Organization

Amy Kates, Paul J. Erickson

T W E N T Y- E I G H T Knowledge Transfer and Learning 653on Virtual Design Teams

Jude G. Olson

PA R T E I G H T Conclusion 679

T W E N T Y- N I N E Collaboration in the Real World: Virtual 681Team Key Take-Away Principles That Work

Michael Beyerlein, Lori Bradley, Jill Nemiro, Susan Beyerlein

T H I R T Y The Virtual, Networked Organization: How 693One Company Became Transparent

Jeffrey Stamps, Jessica Lipnack

Name Index 707

Subject Index 717

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W E B A N C I L L A R I E S

Readers are invited to review and download the supplementary Web materials

for The Handbook of High-Performance Virtual Teams: A Toolkit for Collaborat-

ing Across Boundaries. These materials include a variety of assessment surveys,

practical tools, and additional chapters and references to assist in developing high-

performing virtual teams. Related items on the Web have been listed at the end of

relevant chapters in the handbook.

The supplementary Web materials are available FREE on-line at www.wiley

.com/go/virtualteamshandbook.

For information concerning the Instructor’s Manual, which includes chapter

summaries, discussion questions, relevant reading lists, and suggestions for writ-

ing assignments and class activities, go to www.wiley.com/college.

Thank you,

Jill Nemiro, Michael Beyerlein, Lori Bradley, and Susan Beyerlein, Editors

viii Web Ancillaries

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F I G U R E S , T A B L E S , A N D E X H I B I T S

F I G U R E S

Figure I.1 The Path Toward High-Performance Virtual Teams 5

Figure 1.1 Permeability of Boundaries 39

Figure 1.2 Four Team Members Inside Silos: Beginning to 40

Build a Shared Culture

Figure 2.1 2 � 2 Leadership Matrix 65

Figure 3.1 Road Map to Expanded Emotional Bandwidth 92

Figure 4.1 Drivers of Virtual Collaboration 108

Figure 5.1 The Sensemaking Process for Virtual Teams 135

Figure 5.2 The Five C’s of Conversations and Relationships 144

Figure 6.1 Reina Trust and Betrayal Model 157

Figure 6.2 Transactional Trust 158

Figure 6.3 Query Space 162

Figure 6.4 Group View of the Query Space 163

Figure 6.5 The Discussion Center 164

Figure 8.1 Leadership Action Model for Fair Change 198

Figure 9.1 Three Functions of a Virtual Team Leader 214

Figure 9.2 The Feedback Loop 217

Figure 10.1 Conceptual Framework for Team Staffi ng Strategy 248

Figure 12.1 Relationship Between Organizational Needs Analysis 278

and Training Needs Assessment

Figure 13.1 A Breakdown in Performance in a Virtual Work System 300

Figure 13.2 Simplifi ed Organization Chart of a U.S. Army Corps 308

Figure 13.3 Display with the Telepointer 317

ix

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Figure 15.1 Three Critical Success Factors for Virtual Teams 351

Figure 15.2 T3 Module Scores for the Global HR Support Team 358

Figure 16.1 Cultural Dimensions Relevant to Team Performance 376

Figure 17.1 Six-Step Problem-Solving Process for Simple Problems 397

Figure 18.1 Proposed Decision-Making Model 434

Figure 19.1 The Social and Technical Systems 445

Figure 19.2 The Social, Technical, and Environmental Systems 446

Figure 19.3 The Personal, Social, Technical, and 447

Environmental Systems

Figure 22.1 Force Field Analysis Model 499

Figure 22.2 Mind Map Generated Through Mind-Mapping Software 504

Figure 22.3 Complex Mind Map Generated Through 505

Mind-Mapping Software

Figure 26.1 Black Box Decision Making 593

Figure 26.2 Data-Driven Decision Making 595

Figure 26.3 Strategic Choice Model 599

Figure 26.4 Infrastructure Scenario Alternatives 602

Figure 27.1 Example of a Typical Matrix Organization 623

Figure 27.2 Sample Relationship Map 634

Figure 27.3 The Four C’s of Trust 635

Figure 27.4 Sample Responsibility Chart 643

Figure 30.1 Hierarchy Network with Hubs 699

Figure 30.2 The 80/20 Power Law at Eleum 700

Figure 30.3 Distribution of Positions by Level 701

TA B L E S

Table I.1 Handbook Chapters Relating to Each Virtual 14

Team Challenge

Table 1.1 Cultures for High and Low Creativity 46

Table 1.2 When to Use Different Types of Virtual 53

Team Leadership Structures

Table 2.1 Example of a Roles and Decision Accountability Matrix 72

Table 2.2 Types of Measures 74

Table 4.1 Summary of Actions to Promote Successful 121

Virtual Collaboration

x Figures, Tables, and Exhibits

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xi

Table 5.1 Weick’s Seven Properties of Sensemaking and Related 137

Challenges for Virtual Teams

Table 7.1 Transformational Versus Transactional Characteristics 183

Table 8.1 Communicative Indicators: Questions and Comments 202

Made by Team Members That Signal Their Justice Concerns

Table 8.2 Justice Indicators for Leadership Action 205

Table 10.1 Example Knowledge and Skills Matrix 256

Table 10.2 Example of Need for Skills Based on Mission Parameters 257

Table 11.1 Generational Group Affi liations and 266

General Characteristics

Table 12.1 Unobtrusive and Obtrusive Data Collection Methods 277

Table 12.2 Training Needs Assessment Questions Categorized 286

by Level of Analysis

Table 13.1 Case Studies and Themes of Best Practices 297

for Virtual Work Systems

Table 13.2 Virtual Work Systems Best Practices 323

and Recommendations

Table 14.1 A Tool for Assessing Collaborative Technology 334

Table 14.2 Virtual Collaborative Options in the Absence of 341

a Face-to-Face Meeting

Table 15.1 Modules in the T3 Training Program 356

Table 16.1 Strategies for Developing High-Performing 384

International Project Teams

Table 18.1 Consultation: Benefi ts, Impact, and Application 408

Table 18.2 Pros and Cons of Collaboration and 415

Decision-Making Methods

Table 18.3 Virtual Collaboration and Decision-Making Principles 429

Table 18.4 Rules of Engagement and Procedure: Individual 430

Roles, Responsibilities, and Mutual Expectations

Table 18.5 Essential Prime Requisites for Effective Consultation 432

Table 20.1 Guidelines for When to Hold Virtual Team Meetings 463

Table 20.2 Matching Technology to Degree of Collaboration 472

Table 20.3 Matching Technology to Tasks 473

Table 22.1 Example of a Sequential-Attributes Matrix 510

Table 22.2 Creativity Techniques Categorized by Selection Criteria 525

Table 26.1 Example Key Success Factors 598

Figures, Tables, and Exhibits

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Table 26.2 Example System of Infrastructure Support 601

Table 26.3 Example Work Profi le Dimensions 607

Table 26.4 Example Work Style and Preference Dimensions 609

Table 26.5 Distributed Work Implementation Considerations 613

Table 27.1 Principles and Tools for Designing a Matrix Organization 630

Table 27.2 Relationship Health Check 645

E X H I B I T S

Exhibit 3.1 Session Agenda Template 97

Exhibit 7.1 Survey Matrix of Questions 188

Exhibit 9.1 What Virtual Team Leaders Need to Do and When They

Need to Do It 231

Exhibit 20.1 Sample Meeting Notice and Agenda 471

Exhibit 20.2 Checklist of Actions to Take During the Premeeting Stage 474

Exhibit 20.3 Checklist of Actions to Take During a Virtual Team Meeting 476

Exhibit 20.4 Checklist of Postmeeting Actions 477

Exhibit 22.1 Sample Force Field Analysis Worksheet 500

Exhibit 24.1 Checklist for Business Case Preparation 565

Exhibit 25.1 Personal Diabetes Record 583

xii Figures, Tables, and Exhibits

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xiii

A C K N O W L E D G M E N T S

The editors and the nearly fi fty chapter authors of this handbook were a virtual team, with 100 percent of the collaborative process of authoring and editing this project being done virtually. As an edi-

torial virtual team, we offer our sincere appreciation and thanks to

all the authors who contributed chapters. Not only have they offered

through their contributions valuable wisdom and expertise for those

undertaking the challenges of working virtually, but they have also

shown themselves to be successful virtual collaborators themselves.

No virtual endeavor can sustain itself without a constant guiding force. We acknowl-

edge and thank our senior editor at Jossey-Bass, Kathe Sweeney, who has been

that guiding force for us. It was Kathe’s initial excitement about our project that

propelled this handbook into reality. And at every step through its development,

Kathe has offered us enthusiasm, patience, fl exibility, knowledge of the market-

place, and a keen editorial eye. For that, we are most grateful. We also express

thanks to Beverly Miller for her careful manuscript editing, and to all the mem-

bers of the Jossey-Bass team who collaborated with us in the creation of this

handbook. We also acknowledge a friend and colleague who provided a wealth of

both theoretical and practical knowledge on virtual teams, Susan G. Cohen. Her

research contributed immensely to the understanding of new ways of working.

Her presence in this fi eld is and will continue to be sorely missed.

Working virtually stretches the balance between work and personal lives. To

that end, Jill Nemiro wishes to thank David Foster, who has been her unwavering

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xiv

support system, offering love and encouragement all along the way. She also

wishes to acknowledge the source of her creative energy: Sara, Rachel, and Mikey.

Jill would also like to acknowledge Rabbi Carole L. Meyers, who inspired and

taught so many through her wisdom, selfl essness, warmth, and keen sense about

what is truly important in life. Rabbi Meyers was the quintessential collaborator.

Every team that Michael and Susan Beyerlein have worked with to write books

and grant proposals has taught them something useful about virtual collabora-

tion. In addition to their coeditors on this book, they acknowledge the following

people they have worked with virtually: Sue Freedman, Craig McGee, Linda

Moran, Jerry Klein, Laurie Broedling, Frances Kennedy, Steve Jones, Yue Lin,

Marty Bink, Barbara McCombs, and Anne Rinn. Hundreds of hours of telecon-

ferences with these people have provided an excellent learning environment.

Many lessons have been shared at our Center for Collaborative Organizations

conferences about team effectiveness, but it takes the experience of working in

relationships with diverse, talented people on challenging projects across time

zones to make the lessons three-dimensional.

Lori Bradley also wishes to extend her deepest love and gratitude to Roger

Duke, whose unwavering support and encouragement during the writing of this

book meant the world to her.

Finally, we, as the editors of this handbook, wish to thank one another for not

only advancing our own understanding of virtual collaboration, but also for

demonstrating that being colocated is not necessary to display true friendship. As

a team, we bonded at a level above and beyond the tasks of creating this hand-

book. We leave this project with respect and admiration for one another.

Acknowledgments

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xv

T H E E D I T O R S

Jill Nemiro is an associate professor in the Psychology and Sociology Department

at California State Polytechnic University, Pomona, and an adjunct professor in

the Human Resources Design Master’s Program at Claremont Graduate Univer-

sity. Her research interests are in the areas of organizational and team creativity

and the virtual workplace. She has published numerous articles and book chap-

ters and presented papers and workshops at professional conferences on the top-

ics of creativity and virtual teams. She authored Creativity in Virtual Teams: Key

Components of Success (2004) and coedited The Collaborative Work Systems Field-

book: Strategies, Tools, and Techniques (2003). Nemiro consults and offers work-

shops to organizations on creativity in virtual teams. She also consults in the areas

of creativity training, instructional design, and program evaluation. For many

years, she worked in the entertainment industry as a fi lm and videotape editor,

specializing in management training and corporate videos, children’s television

programs, and documentaries. Nemiro received her Ph.D. in organizational psy-

chology from Claremont Graduate University.

�Michael Beyerlein is head of the Department of Leadership and Supervision at

Purdue University. Formerly, he was director of the Center for Collaborative

Organizations and professor of industrial/organizational psychology at the

University of North Texas. His research interests include all aspects of collabora-

tive work systems, organization transformation, creativity and innovation, knowl-

edge management, and the learning organization. He has been a member of the

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xvi

editorial boards for TEAM Magazine, Team Performance Management Journal,

and Quality Management Journal and senior editor of the Elsevier annual series

Advances in Interdisciplinary Studies of Work Teams and the Jossey-Bass/Pfeiffer

Collaborative Work Systems series. He has authored or edited nineteen books,

including Guiding the Journey to Collaborative Work Systems: A Strategic Design

Workbook (2004) and Collaborative Capital (2005). He received his Ph.D. in

industrial-organizational psychology from Colorado State University.

�Lori Bradley, executive director of Organizational Effectiveness for Wyeth Phar-

maceuticals, recently completed doctoral course work in industrial/organizational

psychology at the University of North Texas. Her research and practice areas

include collaborative systems and technology, virtual teams and facilitation, orga-

nizational learning and executive development, and strategic talent management.

As a consultant, she has designed virtual facilitator training programs for an

international banking company. Based on emerging best practices in virtual

meeting, these training programs help companies strengthen collaboration and

increase meeting effectiveness by preparing facilitators to conduct multisite inter-

national meetings by video- or teleconference using collaborative software and

group support systems. Bradley has worked in the defense, aerospace, medical,

banking, real estate, and information services industries and has thirteen years of

experience in designing and facilitating training programs and working with

cross-functional teams in the aviation industry. She is a member of the Interna-

tional Association of Facilitators, the Academy of Management, and the Society

for Industrial and Organizational Psychology.

�Susan Beyerlein is a research associate with the Center for Collaborative Organi-

zations at the University of North Texas. From 1995 to 2005, she was an instructor

of business and psychology at Our Lady of the Lake University in Irving, Texas.

She also has served as a research scientist–project manager with the Center for

Collaborative Organizations at the University of North Texas and has been a

recipient of research grant awards from the Association for Quality and Participa-

tion, the National Science Foundation, and corporate donors. Since 1995, she has

The Editors

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xvii

coedited the Elsevier/JAI Imprint annual book series Advances in Interdisciplin-

ary Studies of Work Teams and has served as a reviewer for the Academy of Man-

agement Review. She has been an editor of the Jossey-Bass/Pfeiffer Collaborative

Work Systems series since its inception. Beyerlein has published book reviews on

contemporary business offerings in Business and the Contemporary World, and

her work has also appeared in Structural Equation Modeling: A Multidisciplinary

Journal, Journal of Management Education, Empirical Studies of the Arts, and Mul-

tiple Linear Regression Viewpoints. She is a member of the Academy of Manage-

ment, Beta Gamma Sigma (the honor society for collegiate schools of business),

and Phi Kappa Phi National Honor Society. She received her Ph.D. in organiza-

tion theory and policy with a minor in educational research from the University

of North Texas.

The Editors

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xix

T H E C O N T R I B U T O R S

Arie Baan has his own independent consultancy company that provides

consultancy, facilitation, and training in the area of virtual teamworking compe-

tence and supports organizations in creating and maintaining effective working

environments for their virtual teams. He has worked most of his career in a large

multinational oil company, in information science research and information tech-

nology management positions. Supporting the rapid globalization in the 1990s

from the IT management perspective, he became interested in the topics of vir-

tual teamworking and distant collaboration that are enabled by IT and designed

and delivered learning programs for supporting team competency development

in this area. He received his Ph.D. in information science from Eindhoven

University in the Netherlands.

�

Dennis Bowyer has been supporting teaming and virtual team development since

1997. Presently he is promoting team effectiveness in the areas of knowledge

discovery, capture, and reuse at Pratt and Whitney Rocketdyne. His activities

include the development of collaborative processes in information life cycle

management and institutionalizing innovation. He recently earned a master ’ s in

knowledge management at California State University at Northridge and holds

an Ed.D. from Pepperdine University in organizational leadership.

�

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The Contributorsxx

Emanuel Brady is vice president of information technology for Raytheon Company ’ s

Space and Airborne Systems (SAS) and a member of the SAS leadership team. Pre-

viously he was vice president of information technology for Raytheon ’ s Electronic

Systems business, leading the development and implementation of enterprise - wide

information systems fully aligned with Electronic Systems ’ business strategies. Brady

received an M.B.A. from the University of Southern California.

�

David Braga is a program manager at the Boeing Company in charge of a multi-

billion - dollar fl eet modernization project of a U.S. Air Force military transport,

the C - 17. In 1986, he joined Boeing and has held a variety of engineering man-

agement positions in both the military and commercial aircraft divisions. He is a

frequent conference speaker on the subject of knowledge networks and global

leadership. He received a doctorate in education, specializing in organiza-

tional leadership, from Pepperdine University.

�

Mal Conway is an IBM - certifi ed business transformation managing consultant

with IBM Global Business Services Public Sector Human Capital Management

practice. His organization development specialization expertise is in improving

and measuring organizational, team, and individual performance to achieve busi-

ness results. He has worked with clients in both the public and private sectors.

�

Paul J. Erickson is a consultant with Downey Kates Associates, an organization

design and development consulting fi rm in New York City. He works with organi-

zations and leadership teams to help them assess their organizational capabilities,

evaluate options, and improve effectiveness. A skilled writer, researcher, and

course designer, he assists clients in distilling complex data into clear messages

and actionable programs. In addition to management consulting, Erickson is an

editor and consultant in the fi eld of academic publishing, with a focus on the

humanities and social sciences, particularly the fi eld of international relations.

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The Contributors xxi

He is the editor of Connections, a journal published by the Partnership for Peace

Consortium of Defense Academies.

�

Mehran Ferdowsian is the founder and general manager of Nur Management

Solutions consulting fi rm. He has over twenty - four years of work experience at

the national and international levels in engineering, manufacturing, and R & D

communities and the development and implementation of programs dealing

with people and effective business operations. He has worked for a Fortune 100

company, owned and managed a small business, and taught a number of business

and engineering courses. He has led teams in developing mission - critical com-

puter systems and value - added people programs in the areas of organization,

workforce development, and business operations. He holds a doctoral degree in

management and organizational leadership from the University of Phoenix.

�

Scott K. Filgo is senior research analyst for Harcourt Assessment ’ s Talent Assess-

ment team, pursuing product development projects, client - services research, and

technical documentation. During the drafting of this chapter, he was the senior

research associate for Profi les International. He was granted a master ’ s of educa-

tional psychology (I/O concentration) by the University of Central Texas.

�

Kimball Fisher is the cofounder of the Fisher Group, a training and consulting

fi rm that specializes in developing effective teams and leaders. Prior to becoming

a consultant, he worked as a manager and staff specialist at Procter and Gamble

and Tektronix. He is the author of The Distance Manager: A Hands - On Guide to

Managing Off - Site Employees and Virtual Teams (with Mareen Fisher), Leading

Self - Directed Work Teams: A Guide to Developing New Team Leadership Skills, The

Distributed Mind: Achieving High Performance Through the Collective Intelligence

of Knowledge Work Teams (with Mareen Fisher), and Tips for Teams (with others).

He was the fi rst recipient of the prestigious William G. Dyer Award for contributions

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The Contributorsxxii

to the fi eld of organizational behavior. Fisher has a master ’ s degree in organiza-

tional behavior from Brigham Young University.

�

Chris Francovich is an assistant professor in Gonzaga University ’ s doctoral pro-

gram in leadership studies and a senior research analyst for the Northwest

Regional Faculty Development Center in Boise, Idaho. This work focuses post-

graduate medical education in ambulatory medical clinics. His research group is

working to identify and understand operational subcultures and the reciprocal

effects of the clinic environment and the teaching mission on patient care. He also

works with the Reina Trust Building Institute, which is devoted to building and

sustaining trust in the workplace. His work has involved the design and manage-

ment of Web - based technology to facilitate the development of trust in distrib-

uted teams. Francovich has an Ed.D. in curriculum and instruction from Boise

State University. His specialty area is postgraduate medical education.

�

Sue Freedman is president and founder of Knowledge Work Global, a consult-

ing fi rm specializing in the design and management of technology - based orga-

nizations, and adjunct professor at the University of Texas at Dallas, teaching in

both the Executive Education Project Management Program and regular M.B.A.

program. She is also codeveloper, with Lothar Katz, of the Managing Projects

Across Borders Program. She has worked with a host of organizations, includ-

ing Hitachi Data Systems, the 7 – 11 Corporation, AmeriCredit Corporation,

AMR Services, American Airlines, and Lockheed Martin. Previously she was

the manager of organizational effectiveness at Texas Instruments, serving the

Defense Group and at the corporate level. She is coauthor of Beyond Teams:

Building the Collaboration Organization. She is treasurer of the Dallas - Fort

Worth Product Development Management Association and an active member

of the University of North Texas Virtual Collaboration Research Group. She

holds a Ph.D. in instructional design and personnel development from Florida

State University.

�

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The Contributors xxiii

Dipti Gupta is nearing completion of her doctoral program in industrial/

organizational psychology at the University of North Texas, Denton. She has been

involved with various projects at the Center of Collaborative Organizations, includ-

ing needs assessment, return on team investment, training and development, and

facilitation. She is serving as the industrial/organizational Ph.D. intern at the BNSF

Railway Company. She is heavily involved among other projects with moving the

company from paper - and - pencil to online testing. Her research and practice areas

include virtual collaboration, selection and assessment, online testing, and lead-

ership development. She is a member of the Society for Industrial and Organiza-

tional Psychology and Dallas Area Industrial and Organizational Psychologists.

�

Laura A. Hambley is in the process of setting up a consulting company focusing

on virtual leadership and teamwork. She has over seven years of experience pro-

viding organizational consulting to public and private organizations in Calgary,

as well as internationally. Her work has included leadership development and

selection assessments, team building, career planning, training, competency mod-

eling, and organization surveys and studies. Her research focuses on virtual lead-

ership and teamwork and telework. She is interested in how virtual leaders can

more effectively lead teams through different communication media. Her publi-

cations include chapters in the forthcoming Growing the Virtual Workplace: An

Integrative Approach, as well as forthcoming research papers in two journals:

Organizational Behavior and Human Decision Processes and the International Jour-

nal of e - Collaboration ’ s special issue on virtual team leadership. She received her

Ph.D. in industrial/organizational psychology from the University of Calgary.

�

Scott Hamilton is the senior vice president and director of research and develop-

ment for Profi les International. He supervises a team of professional employees

and consultants while coordinating research and development for the company

to serve business, industry, government, and nonprofi t organizations. He received

his Ph.D. from the University of North Texas.

�

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The Contributorsxxiv

Gail Goodrich Harwood is a senior consultant affi liated with the Continuous

Learning Group, specializing in organization design, large - scale change, and lead-

ership strategies for high performance. She has supported performance and

change efforts for a major food company and a major pharmaceutical fi rm. She

also has extensive experience as an internal consultant at United Airlines, where

she was manager of organizational development and lead consultant on a num-

ber of change, organization design, and start - up initiatives. She is listed in Who ’ s

Who of American Women and has served on the board of the Organization Design

Forum (ODF), has cochaired the ODF global conference, and has presented at

Organizational Design Forum, Organization Development Network, and Ecology

of Work conferences. She received an M.B.A. from the University of Chicago and

the certifi cate in organization design from the University of Southern California ’ s

Center for Effective Organizations.

� Scott Hines is a research associate at Profi les International, where he conducts

statistical projects for product development and develops white papers for prod-

ucts and services. He received his M.S. from Stephen F. Austin State University.

� Gina Hinrichs is president of Hinrichs Consulting, an organizational develop-

ment consulting fi rm. She works with organizations by applying strength - focused

whole system approaches to continuously improve and deal with transforma-

tional change. Her focus has been working with leadership on strategic planning

and translating it into global operations. This has involved extensive facilitation

of face-to-face and virtual teams. Her clients include John Deere, Navistar —

International Truck, Medical Associates Clinics, Schneider International, U.S.

Cellular, and numerous social profi t organizations. She is an adjunct professor for

Capella University and Benedictine University, teaching organizational behavior

and development courses. She earned a doctorate in organizational development

from Benedictine University and an M.B.A. from the Kellogg School of Manage-

ment at Northwestern University.

�

flast.indd xxivflast.indd xxiv 1/9/08 12:52:29 AM1/9/08 12:52:29 AM

The Contributors xxv

Trina Hoefl ing founder of GroupOne Solutions, LLC, is an organizational

psychologist, executive coach, and business development consultant with over twenty -

fi ve years of experience in organization development, management consulting,

coach ing, and training. Her primary consulting work includes organizational assess-

ments, organizational and team consulting, shadow consulting, individual coaching,

implementation of virtual work initiatives and remote management, and speaking

engagements. She has presented internationally on many subjects, including vir-

tual work, creating and maintaining customers for life, developing bench strength,

and virtual teaming. She is the author of Working Virtually: Managing People for

Successful Virtual Teams and Organizations. She holds two M.A.s in industrial/

organizational psychology and communication with a group and business

emphasis.

�

Jack Jennings is an information technology (IT) operations manager with over

twenty - fi ve years of experience in technical and managerial roles within IT,

including the last seventeen years at Sprint. Over the past eight years, he has led

many virtual teams and extensively studied virtual teams. He is a member of the

Virtual Collaboration Research Group Advisory Board and Collaborative Work

Systems Consortium, associated with the Center for Collaborative Organizations

at the University of North Texas.

�

Steve Jones is an associate professor at Middle Tennessee State University. He has

twenty - fi ve years of experience consulting in organizations as diverse as manu-

facturing plants, health care facilities, retail outlets, insurance companies, military

installations, and universities. His areas of experience include team building,

problem solving, business strategy development, training, performance measure-

ment, and incentive plan design. He has published three books on work teams

and speaks at national and international conferences. He holds a Ph.D. from the

University of Houston in industrial/organizational psychology.

�

flast.indd xxvflast.indd xxv 1/9/08 12:52:29 AM1/9/08 12:52:29 AM

The Contributorsxxvi

Anita Kamouri is a principal and cofounder of Iometrics, which provides

consulting services that support organizational effectiveness through the

design, implementation, and evaluation of work environments for mobile and

distributed workforces. She brings over twenty years of consulting experience

with Fortune 500 companies. Kamouri has assisted clients with global work

environment initiatives using strategic decision frameworks, data - based plan-

ning, comprehensive employee profi ling, measurement programs, and research

evaluating the business - related impact of alternative workplace arrangements.

Prior to joining Iometrics, Kamouri was managing principal at HRStrategies

(now Aon Consulting). She was the practice leader in human resource outsourc-

ing services and opened the fi rm ’ s west coast offi ce. She received her Ph.D. in

industrial/organizational psychology from Bowling Green State University.

�

Amy Kates is a principal partner with Downey Kates Associates, an organization

design and development consulting fi rm in New York City. She works with lead-

ers and their teams around the world to assess organizational issues, reshape

structures and processes, and build depth of management capability. Kates is

coauthor, with Jay Galbraith, of the book Designing Your Organization (2007),

and, with Jay Galbraith and Diane Downey, of Designing Dynamic Organizations:

A Hands - On Guide for Leaders at All Levels (2002). Her article on (Re)Designing

the Human Resource Function (2006) was awarded the Walker Prize by the Human

Resource Planning Society.

�

Stan Lapidos is the manager of the Virtual Integrated Practice Project (VIP)

at Rush University Medical Center in Chicago. He has authored or coauthored

four articles on the project and has presented on the VIP model of team care at

several national conferences and at academic and health care organizations in the

United Kingdom and Israel. In addition, he is co - investigator and project coordi-

nator for several other interdisciplinary team projects at Rush. He is a faculty

member at Rush University and an adjunct faculty member at the Loyola Univer-

sity Chicago School of Social Work. Lapidos received a master ’ s degree in aging

flast.indd xxviflast.indd xxvi 1/9/08 12:52:30 AM1/9/08 12:52:30 AM

The Contributors xxvii

and long - term care from the Center for Studies in Aging at the University of

North Texas.

� Rhys J. Lewis is completing the Ph.D. at the University of Western Ontario. Lewis

is funded through a doctoral grant from the Social Sciences and Humanities

Research Council and is conducting research on fairness in hiring decisions and

performance evaluation.

� Jessica Lipnack is CEO and cofounder of NetAge, www.netage.com , a consul-

tancy based in Boston, Massachusetts. She is coauthor with Jeffrey Stamps of six

books, including Networking (Doubleday), The TeamNet Factor, The Age of the

Network, and Virtual Teams (all John Wiley & Sons), and many articles and book

chapters. Their books have been translated around the world. An early online net-

worker, Jessica maintains Endless Knots, www.netage.com/endlessknots , an active

blog, and tends an informal global network of people interested in virtual teams,

networks, and collaboration. A yoga practitioner and knitter, she also writes

novels, short stories, and essays.

� Dina M. Mansour - Cole is an associate professor of organizational leadership

and supervision at Indiana University Purdue University Fort Wayne (IPFW).

She has several publications in the areas of leadership, change, and team develop-

ment. Her service to leadership and team development has been recognized

locally for her outreach program, GLO: Girls Leading Others, a summer camp for

middle school girls, and nationally, by the Girl Scouts of the United States of

America. Her teaching innovations and course designs have been recognized by

the Indiana University Faculty Colloquium on Excellence in Teaching, and she is

currently a teaching fellow at IPFW. She received her Ph.D. in management of

organizations from the University of Cincinnati.

�

flast.indd xxviiflast.indd xxvii 1/9/08 12:52:30 AM1/9/08 12:52:30 AM

The Contributorsxxviii

Charles C. Manz is the Nirenberg Chaired Professor of Leadership in the Isenberg

School of Management at the University of Massachusetts. Formerly a Marvin

Bower Fellow at the Harvard Business School, he is a speaker, consultant, and

best - selling author of over two hundred articles and scholarly papers and twenty

books, including Mastering Self - Leadership (4th ed.); Fit to Lead; The New Super-

Leadership; The Power of Failure; Foreword magazine best - book - of - the - year and

Gold Award winner Emotional Discipline; and Stybel - Peabody National Book

Prize - winning SuperLeadership. His clients have included 3M, Ford, Xerox,

General Motors, Procter & Gamble, American Express, the Mayo Clinic, Banc

One, the U.S. and Canadian governments, and many others. He received his Ph.D.

from The Pennsylvania State University.

�

Martha Maznevski is professor of organizational behavior and international

management at the International Institute for Management Development (IMD)

in Lausanne, Switzerland. She is codirector of IMD ’ s fl agship Program for Execu-

tive Development and the new Strategic Leadership for Women program, as well

as many company programs. Her research focuses on the dynamics of high -

performing teams and networks in multinational organizations and managing

people in global complexity. She teaches on topics spanning a broad range of

organizational behavior topics, and she has presented and published widely on

these subjects. She is the author of The Blackwell Handbook of Global Management:

A Guide to Managing Complexity and a coauthor of a popular textbook, Interna-

tional Management Behavior, currently preparing the sixth edition. She has served

as a consultant and advisor to public and private organizations in North America,

Europe, and Asia on issues of managing people globally. She received her Ph.D. in

organizational behavior from the University of Western Ontario.

�

Jodi Heintz Obradovich is a cognitive systems engineer at Intel Corporation,

where she works in the User Centered Design Group. Her work includes under-

standing nurses ’ and physicians ’ work fl ow in acute health care settings, as well as

exploring the challenges that virtual teams located around the world encounter

flast.indd xxviiiflast.indd xxviii 1/9/08 12:52:31 AM1/9/08 12:52:31 AM