Dr.Dez Wholistic Ascnsionist

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“What are the contributing factors of a “Purple Space” in building virtual closeness in GVTs?”

~ Just the Two of Us

This overarching research question from Just the Two of Us’ global leadership blog explored the processes of global virtual teams in regard to building virtual closeness. Due to the “Purple Space” concept, it seemed reasonable that they asked such a question that led to the development of ideas, which provided benefits for independent groups on their own accord and the resultant combined group. Overall, their research question expanded the literature on virtual closeness in global virtual teams.

Oh, wait there is more. The benefits received by independent groups are not without challenges. This is also true for the other groups involved. To contribute successfully in building a “Purple Space,” or being within a “Purple Space” there had to be responsiveness, particularly from the virtual leaders. However, when there was a lack of responsiveness by virtual leaders, global virtual team members had to respond with their best know-how, which can be potentially disruptive or be of disservice. 

For instance, being a part of a once proximal team, well, let me say group, because to be a part of a team you have to be included and/or at least let in on the plays. So let me say that first. Since COVID-19 this organization has become completely virtual. Unfortunately, I’ve made contact without a response. This lets me believe while still invited to activities, my presence isn’t truly wanted, and with that it is a hit or miss whether or not I attend, or participate fully. Lack of responsiveness surely does not aid in virtual closeness. 

I know, I know...but “aren’t I the leader everyone is following?” The truth of the matter is (once you read further), no one person does everything -- nor should they. Just because I know my specialty well doesn’t mean everyone will respect the fact that I know, or want to be a true team player. 

From experience, it also doesn’t mean that others’ work hasn’t been placed upon me (or you), and thought that I (or you) should do the work of three or four or more group members. Hell, even when it’s just two, one can experience the same thing. Yes, there is such a thing as picking up slack when genuinely needed or helping out because you see the need and someone might not be willing to ask. These are two circumstances where someone like myself (or you) may do more. All too often though, in virtual teams, being given someone else’s work or task is nothing uncommon, yet a major issue that requires addressing. 

In addition to unresponsiveness, too quick of a response without letting members finish their thought, complete a sentence, or ask the beneficial questions -- even refusal hinders virtual closeness. For instance, I called into a company that I received service from and requested to speak to a manager. I was told twice that no manager was available to speak with me. Both agents asked what the problem was, and after my brief explanation was basically told NO. That no manager would speak to me that evening, but that I would receive at least one call back (which did not happen). After spending three hours on the phone with an agent that wouldn’t let me ask questions, finish a complete statement, or directly resolve my issue, which was to speak to a manager. I had the very least feeling of virtual closeness, and wanted to end my service in that instance. However, I did not, as I intend to speak with a manager regarding that three hour recorded exchange to better understand the policies and procedures of the company, as well as best practices. 

On the flipside to what doesn’t work, is what does work and is beneficial in contributing to the creation of a “Purple Space,” but you’d have to read more to find out about those contributing factors. 

[drdezwholisticascensionist]

Explaining the Significance

• Desiree: What's the simplest way to explain the significance of global virtual leadership premise?

• Dr. Dez: For the significance, this blog produces information that supports how virtual member-leaders can increase performance and reduce the complexities of member diversity with an increased awareness, and an attainment of skills, practices, and strategies that increase virtual closeness. Researchers have indicated that 70 percent of virtual teams are less successful than collocated teams, so any attempt at influencing the success rate of virtual teams would be beneficial. The two other dynamics addressed focus on virtual closeness, and include self-leadership and the creation of an environment that blends two or more groups together for the purposes of knowledge sharing (Hildebrandt et al., 2013). Overall, the blog increases the awareness of virtual leaders and the importance of virtual closeness, which provides practical application of techniques and strategies that enhance interactions between the different groups involved.

• Desiree: Thank you, this was helpful.

[drdezwholisticascensionist]

[drdezwholisticascensionist]

Practical Significance

To expand on the literature presented on the blog Just the Two of Us on global virtual team leadership styles, processes, and practices, I’ll examine some of my experiences with virtual closeness, or the lack of virtual closeness in global project teams, global virtual teams, and virtual teams from firsthand experiences of building “Purple Spaces”. Hopefully, a better understanding will emerge in regard to globally dispersed or collocated teams and the safety to interact. The highlights and insights from this blog will delve into trust building spaces and will aid others in establishing virtual closeness within their own organizations, groups, and communities. 

Coming together to form a new group in the virtual workspace (Hildebrandt et al., 2013) is definitely easier said than done, but it most certainly can be done!

Additionally, this blog will provide resources for leaders about how to address separation, whether occurring from a feeling of separation or spatial distance between virtual team members. The blog also elaborates on how leaders can reduce the sense of separation through strategies that speak to physical distance, operational distance, and affective distance (Lojeski & Reilly, 2008). 

Addressing the distance gap and expanding awareness of “Purple Space” leaders can increase virtual closeness in remote groups. The methods for these practices were definitely a challenge found while considering the practical significance.

Original Post: November 29, 2017 – 12:32 pm

Updated: April 15, 2020

[drdezwholisticascensionist]

To take an excerpt from Just the Two of Us’ global virtual leadership blog regarding the feelings of global virtual team member:

David Bowie’s lyrics to Space Oddity can serve as a correlation to the experiences of separation, disconnection, and isolation that new global virtual team leaders may feel when shifting from face-to-face teams to virtual or global virtual teams.

Ground Control to Major Tom

…put your helmet on

Ground Control to Major Tom (ten, nine, eight, seven, six)

Commencing countdown, engines on (five, four, three) Check ignition and may God’s love be with you (two, one, liftoff)

This is Ground Control to Major Tom You’ve really made the grade …. Now it’s time to leave the capsule if you dare “This is Major Tom to Ground Control I’m stepping through the door And I’m floating in a most peculiar way And the stars look very different today … Far above the world Planet Earth is blue And there’s nothing I can do

Though I’m past one hundred thousand miles

I’m feeling very still

And I think my spaceship knows which way to go

…

Your circuit’s dead, there’s something wrong

Can you hear me, Major Tom?

Can you hear me, Major Tom?

Can you hear me, Major Tom?

Can you "Here am I floating ‘round my tin can

Far above the moon

Planet Earth is blue

And there’s nothing I can do” 

This London West Ender was noted by Rolling Stone magazine:

“As was the case with Miles Davis in jazz, Bowie has come not just to represent his innovations but to symbolize modern rock as an idiom in which literacy, art, fashion, style, sexual exploration and social commentary can be rolled into one.” 

Bowie’s website details a background that touched the world, bringing a closeness to his audience both near and far, because he was the “man who elevated his music to what can only be described as an art form.

Driven by an entirely deeper dynamic than most pop artists, David Bowie inhabits a very special world of extraordinary sounds and endless vision. Unwilling to stay on the treadmill of rock legend and avoiding the descent into ever demeaning and decreasing circles of cliché, Bowie writes and performs what he wants, when he wants” (DavidBowie.com).                                                               

Original Post: November 29, 2017 – 12:30 pm

Updated: April 15, 2020

[drdezwholisticascensionist]

“When people from different parts of the organization and with different professional backgrounds come together in a virtual space, productivity usually drops significantly in face of the many different ways of doing things. These approaches represent the members’ local cultures and are therefore usually considered as the “right” ways of doing things by them. To counter and prevent a negative experience, we offer the concept of “Purple Space”. Purple Space is the global interaction space wherein virtual groups can reach high performance. We chose purple because it denotes a mix of basic colours such as red and blue. These basic colours represent local cultures that feed into a transcultural (purple) dimension."

~  Excerpt from Closeness at a Distance: Leading Virtual Groups to High Performance (pp. 17-18)

Original Post:  November 29, 2017 – 12:17 pm

Updated: April 15, 2020

[drdezwholisticascensionist]

Questions about the Details

• Desiree: Hey Dr. Dez, tell me how your virtual global leadership blog will be unique in its approaches that will stand out from the rest? Or what kind of sample, participants, or anything else we as the reading audience may use that is outside of the traditional approaches?

• Dr. Dez: That's a great question. Basically, I will use first hand accounts and evidence to produce insights. Along with that my own personal soundtrack to keep the mood -- whatever that may look like, and art. I like art and one that takes some serious thought. Check back with me, later on, for an update.

• Desiree: That seems pretty interesting.

Original Post: November 29, 2017 – 11:58 am

Updated: April 15, 2020

[drdezwholisticascensionist]

"Dr. Dez's Leadership Blog details live interactions with diverse remote and global virtual team members and leaders for a chosen period of time. Here I offer new and updated information on ways to create virtual closeness within global virtual, global project, and virtual teams that will aid all willing participants involved. With a minimum of five years experience working with virtual cohorts, and a high achievement rate, Dr. Dez's Wholistic Ascension produces virtual team effectiveness and efficient processes that can be integrated into a larger working bodies of knowledge around virtual teams and leadership."

~ Dr. Dez

Remember: If you only see one perspective it might limit understanding and the creation of virtual closeness. Many times we refuse to witness the other perspective. 

[drdezwholisticascensionist]

The Virtual Closeness Argument

[Image:  SNDDEN. (3, March 2016).  Migrant mothers bridge distance with virtual parenting. Retrieved from https://snddenjpic.org/2016/03/09/migrant-mothers-bridge-distance-with-virtual-parenting/]

It was suggested that geographically dispersed teams needed virtual closeness. The Just the Two of Us’ leadership blog featured information that supported this importance as a means to increase team effectiveness, unity of purpose, and performance. However, I’ve found that there was more to it. It was not only the  dynamics of teamwork or interconnectedness of global virtual team member-leaders, but all willing members who sought to build such a team, with success. Generally speaking, although this was recognized it did not make the challenges faced by global virtual teams simplified. There were requirements to better understand where other virtual team member were coming from. For instance, I’ve been on both the customer (receiving) side and the shopper (giving) side of Instacart. If you’d ask me, I’d prefer the customer side.

On that side all I have to do is order what I want, add replacements, accept and reject. Of course there is waiting on the delivery and literally receiving what was ordered (not every order was perfect, but nothing to complain about). I ordered what I needed. For me, however, this experience was pre-COVID-19. Much simpler times. Now, as a shopper during COVID-19 is a much different experience. 

Regarded as a “essential worker,’ as an Instacart shopper I faced not only the common everyday shopper and their families, who were supposed to ‘Stay-At-Home,” but also other essential workers (e.g., stockers, cashiers, maintenance, and other paid essential worker shoppers). Not understanding what that looks like on the customer side had its own challenges. Customers did not realize time constraints, maneuverability, or the patience, endurance, and resilience it took to go out and literally battle with some individuals. 

For example, being told ‘STAY BACK SIX FEET! This is why it won’t stop spreading.’ Granted me an understanding that even during COVID-19 the core issues wouldn't stop. I understood the six feet rule, but I also knew if you did not want to come in contact with people that might possibly be contagious, then a Saturday at 3pm, when you’re not an essential worker may be a problem. Which reflected the mandated law and stressed for people to please stay at home. 

What I took from that experience, was that it was not really about the six feet, as many other individuals closely passed this person on that busy Saturday. It was just me. Perhaps they felt rushed in my less than five second reach for the bread after waiting a few minutes. Maybe it was my hair, or my clothes, or the fact that majority were in masks and you really couldn’t see what anyone looked like. Maybe it was something else, since we were in proximal space. 

As a shopper time is money, so when a store is busy, yet people don’t want you near them, and you’re trying respond to text messages from the customer without endangering the children in the store -- I’d take the customer position almost any day. Regardless of what type of essential work assigned or done, no one wanted to become infected while doing their job. Me, I wanted to do my job and get home safely. However, virtual work took a whole lot more consideration to get tasks completed or goals reached than when I sat in an office (e.g., reading maps, looking for addresses, becoming your own GPS and making U-turns). Not to mention the very taboo texting while driving to get assistance from ther company or to explain an app malfunction to a customer. These were what the trends looked like in action.

From a more theoretical perspective, the trends from Just the Two of Us’ literature highlighted some of the global virtual teamwork dynamic, specifically in the areas of integrative frameworks, social presence, and meta-abilities. These highlights were detailed with firsthand accounts and documentation.

Original Post: November 29, 2017 – 11:02 am

Updated: April 19, 2020

[drdezwholisticascensionist]

Trends and in Global Virtual Team Literature

[Image: Binder, J. (2009). The global project management framework: communication, collaboration, and management across borders. Paper presented at PMI® Global Congress 2009—EMEA, Amsterdam, North Holland, The Netherlands. Newtown Square, PA: Project Management Institute.] 

The research that discussed perceived proximity and perceptions of proximity constructions (Wilson, Boyer O'Leary, Metiu, & Jett, 2008), along with space/time and asynchronous communication of global virtual teams was put into practice with integrative frameworks (Hildebrandt et al., 2013; Snellman, 2014). The factors illustrated all members are affected in someway -- equally, yet differently from subjective angles. However, the trends in application suggested that virtual closeness revolved around clear, direct, and open communication and diverse actions (DeSanctis & Poole, 1994; Henderson, Stackman, & Lindekilde, 2016; Martinic, Fertalj, & Kalpic, 2012). 

Some of these actions were interdependent and (Dulebohn & Hoch, 2017; Hertel, Geister, & Konradt, 2005) required intercultural competencies (Dekker, Rutte, & Van den Berg, 2008; Irving, 2010) to deliver successfully. Additionally, the higher order meta-abilities encompassed three dimensions of necessity for global virtual leaders’ success which were: cognitive skills, emotional resilience, and personal drive (Jokinen, 2005).  Specifically, examining virtual closeness addressed a gap in the literature presented by Just the Two of Us.

Original Post: November 29, 2017 – 11:02 am

Updated: April 15, 2020

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Addressing the Gap in Literature

The gap between what global virtual team leaders do to promote virtual closeness with consideration of the diversity appeared in the literature clearly. The Just the Two of Us’ leadership blog addressed the gap and identified information that specifically highlighted how effective group interactions and inclusion of diverse outlooks increased the virtual closeness of global virtual teams (Hildebrandt et al., 2013). Since the combined dynamics were missing from the literature, Just the Two of Us argued that globally dispersed virtual teams required virtual closeness to increase trust, performance, and success. As a result I put virtual closeness to the test from many perspectives of global virtual team structures, multicultural communications, leadership competencies, global virtual leadership style(s), motivation, processes, and knowledge sharing here. There were some interesting finds.

Most of the interesting finds are in clearing up miscommunications, and finding researchers to fill the remaining virtual closeness gaps. 

[Image: Youth Incorporated Magazine -  Manchanda, J. (1 January 2016).  Relationships over the net. Retrieved from https://youthincmag.com/virtual-relationships]

[drdezwholisticascensionist]

Global Virtual Team Structures

To have any kind of success in a global virtual teams there has to be cooperation and cohesion, but most importantly in-grouping. In contrast to proximal teams’ familiarity, mutual trust and support of others by way of sight and physical encounter, global virtual teams do not utilize many of these common standards of in-grouping. Dress codes don’t apply. Body language, not applicable. Neither are behavioral practices linked to tone and pitch, due to digital media usage or computer moderated communications. Although socially constructed meta-stereotypes cannot be activated (Vázquez, Yzerbyt, Dovidio, & Gómez, 2016) physically for global virtual team, it does not mean that other stereotypes do not generate. However, structuring a global virtual team’s space with recognition of each team member goes a long way.

Individual natural eccentricities along with given expertise of each global virtual team member, whether in association to one’s own race, sex, age, sexual identity or a completely outside group (Hechler, Neyer, & Kessler, 2016; Guimond, 2016) was beneficial to highlight during structuring, so that each virtual member understood they were seen for their whole person, including natural talents and how their in-groups informed their current in-grouping process.

Overall, creating a living team charter before the launch was essential in long-term organizational growth and continued task completion. As a result established team member expectations in communication norms combated awareness deficits challenges and prepared global virtual teams to create a “Purple Space” that would produce virtual closeness to raise performance, group accomplishments, and trustworthiness.

[drdezwholisticascensionist]

Team charters were essential in addressing overall project purpose, overview, scope, roles, and responsibilities for each of my global virtual team collectives. Over the course of four years, I came to understand that the start-up factors of a team charter must be discussed prior to creating a safe “Purple Space” to ensure virtual closeness, which also had to be mutually agreed upon in global virtual teams. The three important start-up factors included individual contact (e.g., reaching out through email or text message), contributions of interdependence (e.g., finding out where support could be offered), and role function(s) (e.g., knowing what each members’ responsibilities would be) to complement virtual team structures. Included with these start-up factors were: project management (e.g., work division and ground rules), governance (e.g. dos and don’ts, addressing learning abilities, and decisions through disagreement), and the action plan (e.g., weekly schedules).

Original Post: November 29, 2017 – 10:53 am

Updated: April 15, 2020

[drdezwholisticascensionist]

• RayDe'Ance: How has my individual contact been during your examination of virtual and global virtual teams over the last 5 weeks, particularly with the introduction of COVID-19?

• Desiree: Very keen. Your intuition has been spot on with both discretion and coping with the transitions occurring. Although I know you know there are still many kinks to be worked out, you're definitely getting comfortable with relaying virtual experiences and documenting them for your global virtual team leadership. So, I'd say overall, pretty damn good! Plus, you are very aware and conscious of individual contact (i.e., function).

You've brought your authentic self to each global virtual team that you've been in contact with, that is, to share your views and ideas as a benefit to each team. You've demonstrated support (Poole, 2005; Tuckman, 1965), psychological investment, and aided the unconscious assumptions of member contributions to get the end goal met (Karp 1980; Miller, 1998; Poole, 2005). So your training and sophistication with global virtual teams demonstrated you're knowledge sharing skills with remote work group settings (Tuckman, 1965). Ultimately, what you've aimed to achieve was completed effectively, and benefited more collectives than initially planned. However, I know this work is tiresome, and you deserve not only a break, but a retirement from further examination (e.g., surveillance), as well as a return on the support given, with all of the above -- psychological, financial, environmental, social, emotional, occupational, physical, and spiritual investment.

But if you haven't been told -- "Your work is brilliant RayDe'Ance. You deserve more than 'better'. You deserve excellence."

Original Post: November 29, 2017 – 10:32 am

Updated: April 15, 2020

[drdezwholisticascensionist]

“Whose contributions mean the most in global virtual teams - leaders or members?”

~ RayDe’Ance

While this may seem like a silly question, it is actually a great question, because the contributions from all global virtual team members is extremely important. As knowledge sharing workgroups there were valuable resources within each member that benefited complex problem-solving for the completion of the organization’s task. Many global virtual teams recognized why interdependence was important to overall virtual team functionality, as well as how it allowed global virtual team member-leaders to rationalize ways of agreeing and disagreeing, yet remain task-oriented within both individual and collective identity (Miller, 1998; Karp 1980; Lewin, 1997; Poole, 2005). As a result established interpersonal relationships through personal contact contributed to both defining and making roles for global virtual team members essential.

Original Post: November 29, 2017 – 10:27 am

Updated: April 15, 2020

[drdezwholisticascensionist]

Role function(s) and relatedness were key factors in global virtual team startups. Each member was responsible for participating, which meant having the ability to adapt to different roles of expertise positioned within virtual teams (Poole, 2005; Tuckman, 1965). 

Ultimately, as creative decision-making architect entities, global virtual teams supported a combination of reciprocal unifications for organizational task completion and problem-solving. Using computer moderated communications and multicultural communication approaches is a must in global virtual teams for daily task and goal achievement. However, this does not equate to perfect scores for any virtual team. There were still areas of miscommunication, due to multicultural conditions.

Original Post: November 29, 2017 – 10:24 am

Updated: April 15, 2020

[drdezwholisticascensionist]

Multicultural Communications

One important issue faced by global virtual teams was multicultural communications. The choice between direct and indirect communication was especially vital for virtual teams since the cultural diversity interfered with effective interaction (Ioanid, Zarzu, & Scarlat, 2014). When messages were expressed effectively, it required various levels of tolerance towards ambiguity and a personal intuitive sensitivity. 

Global virtual teams leveraged the benefits of virtual closeness, specifically when communication issues were diminished. Additionally, the richness of communication resulted in an awareness of cultural dimensions (Hofstede, 1980), which provided perspective on five cultural aspects: power/distance, individualism/collectivism, femininity/masculinity, uncertainty/avoidance, and long/short-term orientation. Due to personal interactions typically based on cultural patterns, understanding these dimensions helped members of virtual teams form relationships with various cultures, which helped to adapt members to new social norms of particular cultures (Hofstede, 1980).

As a result, an additional six cultural (i.e., indulgance/restraint) dimension along with the initial five dimensions existed within the global virtual teams I exchanged with. In particular, individualism, femininity, long-term orientation, and indulgence were influential to the amount of virtual closeness formed in a team. Individualism was the degree to which there is interconnectedness within a group. Basically, how the “We” grew, developed, and improved. On the other hand, femininity involved how focused a group was on quality and care, specifically caring for others and liking what you do to produce the best quality of life. The presentation of long term orientation was demonstrated by how the group maintained quick results. However, the need for pragmatic approaches was much greater for global virtual teams, especially as each team member needed to educate and self-educate in many areas to adapt to the external changes (e.g., moving from proximal to remote). These cultural dimensions were balanced with global virtual team leadership competencies.

Original Post: November 29, 10:20 am

Updated: April 15, 2020