SPLIT FRAMEWORK to manage Global Virtual Teams

Question 1

What is the key problem faced with managing Global Virtual Teams?

Answer 1

Social distance (a lack of emotional connection between team members).

Question 2

What is a Global Virtual Team?

Answer 2

A multicultural team that is geographically dispersed (team members have different cultural backgrounds & are working in different countries).

Question 3

What are the (unique) challenges in managing Global Virtual teams?

Answer 3

• cultural differences
• geographical dispersion
• technology (issues)

Question 4

Give examples of challenges faced by GVTs?

Answer 4

• Working across time zones
• Difficulty in communication (different time zones would require extended periods before a question or concern could be discussed in a meeting).
• Problems in managing or solving conflicts
• Difficulties in building relationships
• Problems relating to timelines & responsiveness
• Difficulties in understanding different accents of team members
• Concerns about lack of participation from all team colleagues

Question 5

MBI Model vs SPLIT Framework

Answer 5

MBI model can be used to manage the cultural differences in Global Virtual Teams. However, GVTs face unique challenges since they are geographically dispersed & must use technology, which makes it extra hard to form social bonds in teams. Therefore, the SPLIT Framework is used to manage GVTs.

Question 6

What are the impacts of these challenges on GVTs?

Answer 6

• Lack of Mutual Knowledge & Context across Members
• Overdependence on Technology
• Loss of Useful Details

Question 7

Outline the SPLIT Framework (Neeley, 2015)

Answer 7

1. Structure & the perception of power
2. Processes & the importance of empathy
3. Language & the fluency gap
4. Identity & the mismatch of perceptions
5. Technology & the connection challenge

Question 8

How might structure of GVTs affect social distance?

Answer 8

• Team who are closer to the leader & are of greater size than the other teams will give them a perception of having a greater influence (with the leader & decisions), greater resources, & power.
• Majority vs Minority, creating a faultline (“Us” vs “Them” Mentality), which fosters a )(perception of) power imbalances across the GVT.

Question 9

What are the solution/ strategies to reduce perceptions of power imbalances within the GVT?

Answer 9

• Leaders should emphasis on the shared team identity (who we are, what we do, I am there for you; .create a team motto, a team name, create shared team resources & lanyards; Use team language “we, us, together”).
• Leaders should be consistent with providing support & communicate with members one-to-one ( make it clear that you are there to help; send an e-Card to thank team member for contribution; think about convenience for other members who are in a different location from HQ / leader)

Question 10

How might processes in GVTs affect social distance?

Answer 10

• GVTs are working virtually, therefore, the members do not have opportunity to meet face-to-face (no small talk, outside of formal meetings discussions).

Question 11

What are the solution/strategies to improve team cohesion & processes?

Answer 11

• Leaders build in time for feedback on routine interactions (helps generate understanding of context, raising concerns about overnight delay - ensure these interactions are there, as this can manage team efficiency).
• Leaders allow for unstructured time before meetings (helps to build closeness, opportunity for bonding & catch ups).
• Leaders build in time for discussion for disagreements (make people feel comfortable to disagree & monitor this for productive disagreements).

Question 12

How might language fluency/ non-fluency GVTs affect social distance?

Answer 12

GVTs (often) have a language issue as some people will be more fluent in a language (e.g. English) than others who are not from a country that speaks your native language.

Question 13

What are the solutions/strategies to manage the language & fluency gap?

Answer 13

• Leaders monitor discussion and tell fluent (dominant) speakers to allow others to speak (Dial down dominance)
• Leaders encourage less fluent speakers to engage in discussions (dial up engagement)
• Leaders balance discussions for inclusion

Question 14

Dial down dominance strategies

Answer 14

• limit the number of comments
• speak slower
• use shorter sentences
• avoid slang & idioms
• explain specific cultural references
• ask, “do you understand what I’m saying?”

Question 15

Dial up engagement strategies

Answer 15

• set goals to make a certain number of comments
• resist withdrawal or avoidance behaviours
• ask others to repeat or explain if you don’t understand something
• refrain from reverting to your native language
• ask, “do you understand what I’m saying?”

Question 16

Team leaders strategies for balancing discussion for inclusion

Answer 16

• pay attention to who is and isn’t contributing
• get more fluent team members to dial down
• get less fluent team members to dial up
• be prepared to define and interpret (sometimes there are agenda & cultural faultlines; MBI Model: generate participation through facilitators,change up seating arrangements)

Question 17

How might cultural identity in GVTs affect social distance?

Answer 17

GVTs have people from different cultural backgrounds and have their own cultural identities which can lead to a mismatch of perceptions (subsequently, misunderstandings & distrust)

Question 18

What are the solutions/strategies for increasing shared understanding and minimise culturally-influenced misunderstandings & issues?

Answer 18

• Leaders demonstrate a willingness to learn from members.
• Leaders ask questions, see how they can adjust their leadership style (week 6), and avoid making assumptions, but show an ability to listen & observe.

Question 19

How might technology use in GVTs affect social distance?

Answer 19

GVTs will have to use technology as a mode of communication because members are working virtually.

Question 20

What are the solutions to building connection & effective communication in GVTs?

Answer 20

• Leaders consider if communication should be instant or delayed (note: some members might prefer meetings, rather than email communication, as its important/ easier for them to express themselves using verbal communication, rather than written communication).
• Leaders need to consider whether they need to reinforce their message through different (and multiple) modes of communication (e.g. circulate meeting agenda, have members electronically sign off - this follow-up will ensure members are on the same page, accept ideas discussed, and increases implementation of new protocols).

Question 21

What are the main benefits of using the SPLIT Framework?

Answer 21

• SHRINK SOCIAL DISTANCE
• BUILD TRUST
• BUILD COHESION
• BUILD KINSHIP

Question 22

What are qualities do managers need to effectively manage GVTs?

Answer 22

• Leaders need cultural intelligence (mindfulness)
• Leaders need cultural adaptability skills (flexible to issues that may come up)
• Leaders need to show an appreciation for diversity (refer to MBI Model: Mapping: Show motivation to understand others).

Question 23

What is the relationship between the 5 components of the SPLIT Framework (Neeley, 2015)?

Answer 23

“Decisions about structure create opportunities for good process, which can mitigate difficulties caused by language differences and identity issues. If leaders act on these fronts, while marshalling technology to improve communication among geographically dispersed colleagues, social distance is sure to shrink, not expand.” (p.81)