MAGAZINE process worked in the same building ; the information age broke that paradigm . Today , all teams are virtual to some extent , so it can best be conceptualized as a continuum . On one end of the continuum is a team that has never met in person and only connects digitally . On the other end is a team that works in the same physical space but exchanges emails to their team colleagues who work down the hall .
Virtual teams in military operations Virtual teams are already inherent to military operations as coordination is often conducted across great distances by various means . A typical mission for the virtual crew of a United States RQ- 4B aircraft , similar to NATO ’ s new RQ-4D , provides an excellent example . For a flight that might last over 24 hours , synchronization among four nodes at four discrete locations is required . A series of briefings , teleconferences , and open microphone audio interactions throughout the mission creates a virtual environment in which specialized experts across the globe contribute to a fully synchronized mission . The launch and recovery pilot is at one location . The mission pilot is at a second location . The intelligence exploitation crew at a third location . Operational level command and control is at a fourth location . This four-location team completes the mission despite the fact that the crew may have never met face-to-face . These virtual teams also exist throughout GRF operations .
The Joint Task Force Headquarters ( JTF HQ ) is a typical example of how virtual teams operate in the GRF . The command post is split into several elements before it comes back together at a later phase . Initially , an Operation Liaison and Reconnaissance Team ( OLRT ) is deployed to gain situational awareness of a crisis . The OLRT team leader reports to both the commander and joint planners who are at separate locations . The OLRT gathers information and relays it to the CRP via virtual mediums and synchronized meetings . A Situation Center ( SITCEN ) is setup at the headquarters home station and an Initial Command Element ( ICE ) is deployed to the operational location . Together , these elements collaborate as a virtual team to stand up the full JTF . NRDC-ESP recently demonstrated this process in their JTF certification exercise , TRIDENT JACKAL 2019 , and subsequent DEPLOYEX training exercises .
The RQ-4B and JTF HQ models are good examples of a well-defined virtual team in which leaders have an established framework to navigate . However , elements and teams within the GRF may not always have the convenience of a predetermined framework to operate virtually . The COVID-19 crisis has demonstrated the need to be able to pivot to a virtual team instantly . The importance of understanding the challenges of virtual teams has never been more relevant for leaders than it is now .
Challenges to Leading Virtual Teams
FALL 2020
Virtual teams are still teams . They have many of the same challenges as collocated teams , but physical distance amplifies these problems . This was identified in a study that found collaboration and interaction drops exponentially as teams are separated by physical distance . As distance increases and teams are only a kilometer apart , the effects on team interaction is nearly the same as if the team were a thousand kilometers apart .
The fundamental problem leaders face is a loss of team synergy . Defined as the ability to create effects that exceed contributions of forces employed individually , synergy is of paramount concern for the virtual team leader who wishes to maintain performance . Factors that contribute to a loss of synergy in virtual teams include a lack of trust , breakdown in communication , and loss of commitment .
Loss of trust amongst members is a leading challenge to virtual teams . A qualitative study of limitations of virtual teams revealed that teams physically closer together have higher levels of trust . The higher level of trust meant teams in close physical proximity spent less time checking and rechecking tasks , yielding an increase in efficiency . Furthermore , teams physically close to each other have a better capability to hold each other accountable . Perhaps
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