Virtual Team Communication and Collaboration in Army and Corporate Applications
Abstract
Successful leadership requires clear communication between team members, yet globalization of our society has introduced the reality of directing teams who are often not co-located. In the military environment, distributed teams are increasingly common. However, the current research is primarily directed at such teams in corporate environments. Additionally, senior Army leaders typically have, at best, a passing knowledge of technology and virtual teaming. This research addresses the following question. Can sharing "lessons learned" between Army and corporate applications foster more effective virtual teams by analyzing the "best practices" of virtual communication and collaboration described by academic research findings? The results suggest there are "lessons learned" that can be transferred between Army and corporate disciplines. The resulting recommendations are the Army should: (1) develop a standardized training program for virtual teaming, (2) strive to develop a flatter organizational power structure and implement social changes to support technological systems, (3) develop an organization to address virtual teaming issues and, (4) specifically target senior leaders for virtual team leadership training. Corporate organizations can: (1) develop a standardized problem solving methodology (if needed) and (2) utilize a mission focused style of leadership based on the military's commander's intent.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 12, 2009
- Accession Number
- ADA502091
Entities
People
- Tony L. Jones
Organizations
- United States Army Command and General Staff College