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Workers around the globe have been forced to take on the promise and challenges of virtual teamwork.
Many people are more used to working in person and haven't had the opportunity to prepare for a productive virtual working culture. Getting into a rhythm of remote working with a team can be challenging, especially with many different personalities and aptitudes.
Virtual teamwork places greater emphasis on communication and organization.
Over the short-term, newly formed virtual teams experience more negative outcomes, such as team conflict, lower satisfaction, less knowledge sharing, and poorer performance. But, they will adapt and improve over time.
At an individual level, some people will find it easier to adapt than others.
Some initial findings suggest that adapting to virtual collaboration may be changing our personalities.
There are established ways to cultivate positive team cultures, even virtually.
The aim of stand-up meetings, informal virtual chats, and other new routines is to help people feel they are part of a team, which will increase mutual trust - a hallmark of a high-functioning team.
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A sense of connection and belonging are sentiments that are helpful for building “affective trust” – a form of trust based on emotional bond and interpersonal relatedness.
If your icebreaker questions are intriguing, cheeky, humorous – the answers you receive will be, too.
Many remote teams will kick off their weekly meeting with an icebreaker question or insert it during their morning stand-up meeting. Even more popular is asking a series of icebreaker questions during the onboarding process when hiring someone.
Before the Industrial revolution, everyone worked out of their home and sold their goods from there. With the Industrial Revolution came the need for automation and factories, and employ...
Just after WW2, there was a rise in corporate headquarters and larger office spaces and cubicles. During this time, the 8-hour workday was established.
Then came the advancements in computers and technology that lead to remote workers of today. The internet and public WiFi allowed employees to do everything they would in their cubicle, but outside the office. They can also work all hours of the day.
4.3 million people currently work from home in the United States at least half of the time, and this figure has grown by 150% in the last 13 years.
Remote workers tend to have higher engagement rates and higher productivity levels. Once they switch to remote work, they rarely want to become office bound again.
A comprehensive study on Australian households, measuring the quality of wellbeing over 16 years found the following results:
Our level of wellbeing does not change much, with each event, even a catastrophic one, impacting us for a length of time, say a year or two, and then becoming normal to our minds, returning us to our previous levels of wellbeing.
This applies to boosts as well as the plunges.