The Case for Building
Geographically Dispersed Teams


By Frank Whetten, Ph.D., associate professor of electrical engineering
 
Last summer, I spent two months at several Boeing Co. sites as a Welliver Faculty Fellow. Since my purpose was to learn how Boeing does engineering in today's economy, I couldn't help noticing how the company conducts business in hundreds of different geographical locations. I sat in on routine meetings in which employees and customers phoned in from 10-20 sites around the world to solve problems they all were working on. These meetings illustrated for me how this aerospace giant has maintained its position as a global player through the skillful use of "distance teaming" techniques. They also convinced me that if other businesses don't learn to do the same, they will be squeezed out of today's global marketplace.

Globe GraphicGlobalization is a fact. Few industries are immune to the influence of foreign competition, suppliers and customers, regulatory decisions in distant countries, and economic forces originating beyond national borders. Of course, the larger the company the more likely it is to have strong interest and interaction with companies in other countries. For some, however, working effectively with others they've never met can be a difficult experience. But if a business is willing to experiment with different communications technologies and methods of working, it can be done.

Most people find that collaborating with geographically dispersed colleagues involves a new kind of work dynamic and communication flow. Newcomers are rarely able to step right in and work productively without some adjustment. I know this, because for several years I have been introducing students to distance teaming concepts in my distance learning courses at Embry Riddle. The experience familiarizes them with the opportunities and difficulties of working with others that they've never met.

Most people find that collaborating with geographically dispersed colleagues involves a new kind of work dynamic and communication flow.
In my Telecommunications and Networks courses, both taught via distance learning, I construct teams of three to four students, who are located across the country from each other, in Prescott, Ariz., and Daytona Beach, Fla. The teams are required to research a topic germane to the course, write a report, and occasionally make joint presentations.
For tools, they use e-mail, online web forums and chat sessions, and sometimes video teleconferencing. To my knowledge, no other university besides Embry-Riddle engages in such distance team building. The results of my work have been overwhelmingly positive. A former student told me recently that the distance teaming he did in my class prepared him better for his career and that it should be offered to all students.

Technologies that make distance teams possible can be as simple as a telephone or as sophisticated as NetMeeting, an Internet application that lets users post pictures, models, and slides in real time. For meetings that require instant communication and feedback, speakerphones are effective and relatively friendly. If visual aids are needed, video teleconferencing or NetMeeting should be used. One aspect of teamwork that is often overlooked is the need for frequent, informal, and accessible communications - a function that chat-rooms can fulfill. Yes, users can abuse them, but an open chat window allows the quick give-and-take among team members that builds rapport and moves information easily.

When information flow and feedback don't have to be instantaneous, it is difficult to find a more useful tool than the web-based forum server. A good forum consists of threaded newsgroup discussions and the ability to post and repost documents, vote on issues under debate, and chat, among many other functions. A web forum is an excellent means of internal communication for all but the smallest business, and for widely scattered teams, it contributes greatly to the cohesiveness of the team.

While volumes have been written on how to build teams, the literature on building distance teams is sparse. Consequently, distance learning courses such as those some of us teach at Embry-Riddle take on increased importance in preparing our students for the future of business. Businesses and universities everywhere need to do the same.

The views expressed in "Perspectives" are those of the writer and not necessarily Embry-Riddle's.