#virtualcloseness

[paulobenedeti-blog]

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[drdezwholisticascensionist]

Sharing Knowledge

Knowledge sharing was transmitted through effective communication. In Figure 4 below, the benefits of sharing knowledge were found in eight aspects that positively influenced virtual closeness among global virtual team members and leaders. That equated effective communication exchanges in knowing the needs of two or more global virtual team members. Each team member paid close attention to cross-cultural sensitivities, which sustained and maintained understandability among messages offered (Zakaria, Amelinckx, & Wilemon, 2004). The variety of communication media used provided additional context. However, certain cross-cultural settings lost some of the essence in communications between members that did not share similar cultural cues.

For example, COVID-19 made an overall impact on proximal teams, while virtual teams basically remained intact (at least in the first two weeks of the pandemic). However, when proximal teams members were required to shift into virtual teams there were communication lags, due to the application of virtual cross-cultural settings and total computer-mediated communication responses. Transferring into settings that were asynchronous and digitally based increased communication pressures, as well as conflicts (i.e., interpersonal, IT issues, confidentiality and security) as all teams were working on similar “homebased” networks, instead of a corporate intranet system that was campus based. Remote working or virtual work settings differed greatly from proximal workplaces, as all the work had to be completed using computer-mediated communications, which led to misunderstandings and frustrations among virtual team members.

For instance, computer-mediated communication compressed sections of messages, like in emails or memos that suggested (or did not suggest) what precautions to take for cyber security, which internet speeds and data spaces were needed to complete workloads, and what to do with technical incompatibilities such as software and hardware. These issues made less than dynamic results in communication and lessened understandings of particular cross-cultural context. As a result knowledge sharing generated three components: knowledge management, learned lessons, and technical support in information and communication (Huysman & de Whit, 2013). 

Overall, to excel in virtual teams with the use of knowledge sharing depended on the focus and importance of continued learning as a team. In the above example COVID-19 made all virtual team members, both those seasoned and new achieve some level of virtual closeness between all member-leaders, which mediated some of the communication issues that occurred and increased knowledge sharing across the teams.

Original Post: November 28, 2017 – 10:59am

Updated: April 1, 2020

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[authenticatedspiritrays-blog]

The Team Charter in essence addresses the overall purpose, project overview, project scope, roles and responsibilities for the GVT collective. These GVT start-up factors are discussed during the creation of the team charter, and must be mutually agreed upon before pursuing virtual closeness in GVTs. Thus, the three important GVT start-up factors of individual contact, contribution interdependence, and role function(s) relatedness complement the key virtual team structures, which include: 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). 

[drdezwholisticascensionist]

SKIN song lyrics & Self-discovery

When I found out this love's undone I was like a gun Sure as it was over Felt like nothing good could come

Sure as it's gonna play and play Like Michael back in the day 

I'm gonna peel you away

Now as I begin To wash you off my skin I'm gonna peel you away Cause you're not right within

I love you so Sometimes love has to let go

So this time don't thing it's a lie I say goodbye

Now as I begin To wash you off my skin I'm gonna peel you away Cause you're not right within

Now it's time To wash you off my skin Now as I begin It couldn't be right cause you're not right within

I say goodbye

In some cases global virtual member leaders will be required to use their gifts of connecting to the beyond for self-discovery. This maybe resembled in the lyrics of Sade’s song. Is the artist talking about herself, or another? There are many ways to interpret this song. What if Sade is talking about herself, what spin does that put on the meaning of the words? This is especially so, if looking past consciousness and ego, as a means to self-express or self-reflect as a virtual global team member or leader with a vastness of creative wisdom. 

To be free from cultural and principle dependencies (Makarius & Larson, 2017) for expansive direction setting, maintenance, and recognition of cognitive resources in global virtual work environments is a beneficial skill. As a result, interculturalism, multiculturalism, and cross-culturalism within virtual teams and global virtual teams will require living or live interactions to cover a broad range of intelligences that are both emic (specific) and etic (universal) to produce human growth (Earley & Ang, 2003; Zohar, 1997). These often cover or include competencies such as: knowledge, traits and values, which encompass behaviors and skills in self-leadership (Jokinen, 2005). 

Original Post: November 28, 2017 – 2:46 pm

Updated: April 1, 2020

[drdezwholisticascensionist]

What Is Self-Leadership?

Leveling up on self-mastery comes from self-acceptance, self-appreciation, self-education and self-respect. For global virtual leaders these are the assets one gains with practice among virtual group members. Essentially, these personalized areas of focus solidifies the foundation for those self-leading, and reinforces one’s confidence to successfully lead teams in virtual closeness. In all, self-leadership can then be considered the root of all other leadership styles and practices. 

For instance, if self-management, influence or motivation cannot be personally achieved to accomplish set goals, then the likelihood of producing those outcomes in virtual members will be slim. For a more specific example, consider  when becoming a virtual counselor practitioner, it would beneficial and pertinent to be self-motivated to experience first hand virtual counseling, particularly for a duration of time that would be suggested to one’s own clients. That way, as a future virtual counselor practitioner who has self-mastered how to accept, appreciate, self-educate, and respect oneself will be able to apply those assets gained for the one-on-ones or group sessions; making the clients comfortable and aware that the counselor has had such experience and practice. Not to mention, how a particular virtual counselor conveys those experiences such as, effective self-management, and sustained motivation, as well as safely influenced oneself to achieve the goal of self-mastery. 

In another scenario, becoming a Wholistic Ascensionist means going through the motions to get to self-mastery as well. For example, for the month of March I set a goal to clean the kitchen nightly as a means to prepare for homeownership, which ultimately was the best way to influence and say motivated in my self-management. The practice of this ritual has created a habit, which has sustained throughout the month of April, and will continue on so that I can share in my experience(s) of coming into another level of wholistic ascension (there are many). Additionally, this planned commitment was made after completing a no shoe rule and a daily bedroom cleaning (e.g., making up bed) change implementation plan. To know firsthand that self-mastery is no easy task on an individual level, is to be able to lead and guide from experience, not just text. This also allowed me to know on the group and organizational levels how challenging it can be adjusting and adapting my self-mastery skills, especially when adding in virtual settings. It really ups one’s ability to stay motivated.

Regardless of the kind of group being lead (e.g., virtual team, global virtual teams, or global virtual project teams) a leader cannot separate her or himself from this dominant leadership style of practice. Being able to self-manage, motivate and influence to achieve one’s goals is a form self-mastery that is considered self-leadership (Manz, 1986), especially when entrepreneurial wisdom is applied. 

Original Post: November 28, 2017 – 2:28 pm

Updated: April 13, 2020

[drdezwholisticascensionist]

Humanizing Oneself During Virtual Closeness

When virtual closeness reached these kind of interactions, behaviors, and influences, Just the Two Us’ steps to building a “Purple Space” broke ground in the global virtual team leadership arena, particularly in both my personal and professional organizations.

Humanizing oneself and others in global virtual teams was essential in creating virtual closeness. So here’s to the thumbnail mentioned by Leigh Thompson from the video above. One more just for fun!

Original Post: November 28, 2017 – 1:12pm

Updated: April 1, 2020

[drdezwholisticascensionist]

Documenting Processes and Procedures

Both simplified procedures and processes helped newly formed global virtual teams to coordinate their team work (Mortensen et al., 2009), which supported teams as collectives with mutual understanding and expectations around performance. Therefore, a solid set of processes and procedures helped foster virtual closeness between the members and leaders.

Original Post: November 28, 2017 – 12:02 pm

Updated: March 18, 2020 

[drdezwholisticascensionist]

Figure 4. Velpic’s Knowledge Sharing Benefits. Benefits from knowledge sharing positively influenced virtual closeness among global virtual team members and leaders based on application and practices within the field.  

Original Post: November 28, 2017 – 9:47 am

Updated: March 18, 2020 - 9:03pm

[drdezwholisticascensionist]

Conclusion

Missing aspects presented in previous research offered me as a virtual team member the opportunity to focus on virtual closeness and apply, as well as practice my global virtual team leadership as a main area of focus. With the steps followed from the global virtual leadership blog, Just the Two of Us, I  expanded my virtual closeness knowledge and literature as I examined the criticality of “Purple Space” creation in global virtual teams and global leadership. In conclusion, results indicated that building Purple Spaces aided virtual team leaders and addressed diversity issues located in performance to increase virtual closeness on a global platform, as well as dealt with the vitally important aspect of geographically dispersed teams.

Original Post: November 28, 2017 – 10:41 am

Updated: April 1, 2020

[drdezwholisticascensionist]

Closer to my dreams It’s coming over me Sometimes it feels like I’ll never go pass here Sometimes it feels like I’m stuck forever and ever … Sometimes you just have to let it go (Let it go, let it go) Leaving all my fears to burn down Push them all away so I can move on … And higher and higher, higher Feel it in my being (I can feel it flow around me) I know that  I could not go alone (No, no)

 Posted: November 28, 2017 – 10:33 am

[j-t-u-globalleadershipblog]

What’s the Impact of this Global Leadership Blog?

The impact from Just the Two of Us Global Leadership blog include ways to strategize team cohesion, with the collaborative nature of a “Purple Space” environment (Hildebrandt et al., 2013).  GVT member-leaders will learn the benefits of blending many geographically diverse groups into one blended group that leverages the individual strengths of each team member, as well as creates a new, hybrid set of strengths demonstrated by the combination of many groups. Another example of the influence of the JTU leadership blog is the intermingling of diverse outlooks to increase the overall performance of the resultant team.

[j-t-u-globalleadershipblog]

The dynamic of a virtual collaborative space builds on diversity versus standardizing it. The unknown critical value of virtual closeness while building a “Purple Space” opens up a research problem.

[j-t-u-globalleadershipblog]

Watch this video... although it features trust as a necessary component of VTs, it also shows the dynamic created by geographically dispersed teams and why it’s so important to create virtual closeness using something like Purple Space as a way to bring team members closer together and performing well.

[j-t-u-globalleadershipblog]

Research Problem

The research problem revolves around the need for additional information to support the premise for virtual closeness in GVTs in areas of increased performance, team success, and genuine trust among members of a GVT. Some research supports the premise that global virtual teams are less effective than collocated teams, due to physical isolation and lack of virtual closeness (Bartel, Wrzesniewski, & Wiesenfeld, 2012; Hildebrandt et al., 2013). The success of GVTs and how effective leadership can affect a team’s success is discussed in the conceptual framework.

[j-t-u-globalleadershipblog]

Shifting isolated knowledge with innovative followership requires building qualities in judgment, work ethic, competence, honesty, courage, discretion, loyalty, and ego management. Strengthening innovative followership is “the ability to take direction well, to get in line behind a program, to be part of a team and to deliver on what is expected of you” (McCallum, 2013). Thus, relating to teammates as equals, as well as building a deeper rapport with customers, markets, and economies by giving recognition to the seamless information available around the world can enhance the global mind-set and broaden virtual closeness among GVT members. This understanding allows GVT member-leaders to recognize how others view information in an inclusive language approach that builds a sense of "nurturing values," and produces a positive image (Gupta, 2017; McGuire, Garavan, Cunningham, & Duffy, 2016). Therefore, GVT member leaders require a multidimensional leadership style and management practices that sustain commitment and motivation.