Some initial findings suggest that adapting to virtual collaboration may be changing our personalities.
MORE IDEAS FROM THE ARTICLE
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.
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.
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.
It varies from the “cognitive trust” – which springs from reliability and competence. Both are influential to performance, but affective trust tends to be more salient for a team at the beginning of a relationship, according to studies.
There is ongoing turbulence in the workplace due to the uncertainties provided by the new virus, resulting in a whole lot of people working from home. Normally the work-from-home policies are established in advance, and employees are trained for the same, but current circumstances are not allowing for any transition time.