Jarvis_TRCPA_Virtual Teams and Contingency Planning_Mar2010-Public Presentation

8/14/2019 Jarvis_TRCPA_Virtual Teams and Contingency Planning_Mar2010-Public Presentation

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Dana E. Jarvis, MPA, MSW 412.855.5369 www.danajarvis.org/virtualteams

Three Rivers Contingency

Planning Association

Pittsburgh, PA

7 Essentials for

Managing Virtual Teams:Lessons for

Contingency Planners

March 12, 2010






Pittsburgh, PA

Thank-You

Thank-You






Pittsburgh, PA

³Managing a virtual team is not Rocket

Science, it¶sPeople Science

. We

MUST have meaningful connections

among team members to achieve

sustained excellence´.

± Dana E. Jarvis






Pittsburgh, PA

Agenda1. Introduction

2. Contingency Planning andVirtual Team Research

3. 7 Essentials for Managing a

Virtual Team Model4. Virtual Gap Analysis

5. Simulation






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Introduction






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Virtual Team

³Groups of people who work

together although they are often

dispersed across space, time,

and/or organizational boundaries´.

-Jeremy S. Lurey and Mahesh S. Raisinghani, An

empirical study of best practices in virtual teams.

PricewaterhouseCoopers, LLP. 2001.

EXAMPLE: International building materials

distribution company¶s Strategy Team has 8members across the U.S. who meet quarterly face-

to-face and spend most work in a virtual

environment.

Contingency Planning

³A plan, drawn up in advance, to

ensure a positive and rapid response

to a changing situation. A

contingency plan often results fromscenario planning and may form part

of an organization's disaster

management strategy´.

- BNET Business Dictionary

EXAMPLE: ³Swedish health authorities presented a

contingency plan in case the Scandinavian country is

hit with a flu pandemic, suggesting that enough

antiviral drugs be stored for at least society's most

important groups´.






Pittsburgh, PABrief Bio:

Dana E. Jarvis,MPA, MSW is a

Former U.S.

Marine and

strategic leader

with a strong

background in

HumanResources and

Organizational

Development.

He is an

international

speaker,

managementconsultant,

adjunct

professor and

author.






Pittsburgh, PA

Conduct SWOTAnalysis

Design ContingencyPlan with End Game

Develop ContingencyPlan with Goals,

Objectives and Tactics

ImplementContingency Plan in

³Classroom´ and³Real-Room´

Evaluate, Learn andAdapt ContingencyPlan for Alignment

At any time during

a ContingencyPlanning Process,

a Virtual Team is

likely required.








Pittsburgh, PA

Key Virtual and Co-Located

Stakeholders

Manufacturers Union

Dealers Bond Holders

Suppliers Corporate

Could stronger Contingency Planning and Virtual Teams have

lessened the blow to GM?






Pittsburgh, PA

Name:

Title:

Company:

Email:

Phone:

OK to Continue Conversation: Yes or No

Contingency Planning Virtual Team Snapshot:

#1 Strength of Virtual Team #1 Development Opportunity of Virtual Team

Your Virtual Team Brief Analysis (Please Drop Off at End)

To put us all on the same page and have a basic understanding, let¶s share

examples of working on virtual teams in contingency planning.

Ex






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Contingency

Planning and Virtual

Team Research






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When disaster happens to YOU?

³Emotional

Fall-Out´






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Disaster Preparedness

Business ContinuityPlanning

Contingency Planning

Learning &Development

Strategic Thinking

OrganizationalDevelopment Virtual Team

Engagement

Learning Culture

Contingency PlanningLearning Model






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VT Failure Rate






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Virtual Distance

1. Physical Distance ± geographic,

temporal and organizational.

2. Operational Distance ± size of team,

how often team meets face-to-face,

degree of multitasking with other teamsand degree of skills of members to

engage technology.

3. Affinity Distance ± (most important)

degree to which team members share

cultural values, similarities in

communication style and attitudestoward work, how much team members

feel dependent on each other for

success, amount of time of previous

work together, shared social networks

and degree and source of power.

Lojeski¶s Measure-

Focused Research

HIGH VIRTUAL DISTANCE =

DRASTIC DECLINE FOR VTsDRASTIC DECLINE FOR VTs

93% Innovative Behavior 83% Trust

80% Job Satisfaction

50% Team Performance

30% Team Leader Effectiveness






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How important are virtual

teams to your Contingency

Planning?

Low - - - - - - - - - - - - - - - High

1 10

VT +/-






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Good News for

Most Here?






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Tiger

Crane

Praying Mantis

Monkey

Exercise: VT Performance/Dispersion Map

Ex






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7 Essentials for

Managing Virtual

Teams Model






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MuscleMemory

MindMemory

ContingencyPlanning

Excellence

7 Essentials for Managing Virtual Teams

7 Essentials for Managing Virtual Teams






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1 Building and Sustaining Trust

2

Stimulating a Culture of Excellence

3 Establishing and Executing Purposeful Goals

4 Accelerating Peak Performance

5

Proactively Engaging Employees

6 Embracing Dynamic Change

7 Maximizing Technology

Virtual Team Model for Contingency Planning






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology

VT TRUST Practices

Strategic On-boarding

Personality Assessment

Win-Win-Win Scenarios

Values and Ethics

Follow Values and Ethics

Train on Values and Ethics

Rules of Engagement

Given time restraints, wewill focus on

1 VT Trust Practice ±

Which would you like to

discuss to help your VTsin Contingency

Planning?

1






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology

VT CULTURE Practices

Learning Circles

Top Performer Analysis

Adult Learning Principles

Hall of Fame Teamwork

Walt-365 VT New Idea Factory

Legacy of Awesomeness


1 VT Culture Practice ±


discuss to help your VTs inContingency Planning?

2






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology

VT GOAL Practices

Leadership Style

Strengths-Based Approach

SMART Goals

World-Shaking BHAG

Engage Senior Leaders

Goal Execution

Action Work-Outs

3


1 VT Goal Practice ±


discuss to help your VTs inContingency Planning?






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology

VT PERFORMANCE Practices

Fanatical Focus on Measurement

SWOT Analysis

Structured Scorecard

USMC Values

Resiliency Focus

Virtual World Immersion

Benchmarking Strategies

4

Given time restraints,we will focus on

1 VT Performance

Practice ± Which

would you like to

discuss to help your

VTs in Contingency

Planning?






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology

VT ENGAGEMENT Practices

Student of Human Nature

Employee Engagement

Teachable Moments

Effective Communication

Diversity Engagement

Coaching and Mentoring

Success Celebration

5


1 VT Engagement

Practice ± Which

would you like to

discuss to help your

VTs in Contingency

Planning?






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology

VT CHANGE Practices

Key Aspects of VT Change

Embrace Change

³What if?´ Mindset

Virtual Laboratory

Psychology of Change Resistance to Change

Sincere Conflict Resolution

6


1 VT Change Practice ±


discuss to help your VTsin Contingency

Planning?






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology

VT TECHNOLOGY Practices

Best-Fit Technology

Solid Technology Support

Training on Tech Tools

Online Networking

Weblogs and Websites Channels of Visibility

Innovation Perspective

7


1 VT Technology

Practice ± Which

would you like todiscuss to help your

VTs in Contingency

Planning?






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1

Trust

2

Culture

3

Goals

4

Performance

5

Engagement

6

Change

7

Technology






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Virtual Priority Analysis






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7 Essentials for

Managing

Virtual Teams

Assess ONE of Your Virtual Teams on a Scale of 1(Low)-10(High)

End Goal(1-10)

Current Performance

(1-10)Opportunity Margin

End Goal ± Current

Performance =

Opportunity Margin

1 Trust

2 Culture

3 Goals

4 Performance

5 Engagement

6 Change

7 Technology

Total

Ex






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7.6-10.0

- Room for Improvement

+ Excellent Results

2.6-5.0

- Challenged Resources

+ Re-Examine Structure

5.1-7.5

- Maybe Low End Goal

+ Exceed Goals

1.0-2.5

- Perhaps Not Desired

+ Alignment OK

Virtual TeamCurrent

Performance

Virtual Team

End Goal

1 10

Ex






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7.6-10.0

2.6-5.0

5.1-7.5

1.0-2.5

Virtual Team

Current

Performance

Virtual Team

End Goal1 10

1T

Trust

2B

Culture

3C

Goals

4D

Performance

5E

Engagement

6F

Change

7G

Technology

PriorityAnalysis

Ex






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Extended Virtual Priority Analysis

1. How many Virtual Teams do you have?

2. How geographically disperse are they?3. How well does each perform?

4. What is your End Game for the Virtual Teams?

CurrentState

GapFutureState

Priorities






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Simulation






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SIMULAT ION

Sunday

March 6,

2010 Pittsburgh,

PA

US Steel

Bldg.

0347: BombExplodes on

64th Floor

Now What?






Pittsburgh, PA

1. How would virtual teams be used?

2. Why would trust on these VTs be important?

3. What role might culture play on these VTs?

4. In what ways would goals be executed on VTs?5. What practice would increase VT performance?

6. How would routine coaching help VT success?

7. What would occur if VT member resists change?

8. How will VT members¶ actions be innovative?

Simulation Directions:

We will do this simulation as a group via dynamic

discussion. For each response, you have worksheets to

detail your responses. Successful responses will be

those that integrate real world experience and material

from this meeting, as well as critical analysis and

thoughtful examples.






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1. How would virtual teams be used?

Team #1 Simulation Responses:

1






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2. Why would trust on these VTs be important?


2






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3. What role might culture play on these VTs?


3






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4. In what ways would goals be executed in VTs?


4






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5. What practice would increase VT performance?


5






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6. How would routine coaching help VT success?


6






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7. What would occur if VT member resists change?


7






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Dana E. Jarvis, MPA, MSW

Thank-you. Let¶s continue the conversation«

Please Drop Off Your Virtual Team Brief Analysis412.855.5369

³danajarvis´ ± Skype

[email protected]

www.danajarvis.orgwww.danajarvis.org/virtualteams

³If we make meaningful connections with people on virtual

teams, we will leverage 100% goal success´.



Dana E Jarvis MPA MSW 412 855 5369 www danajarvis org/virtualteams



Pittsburgh, PA

Works Cited

Jarvis, Dana E. 7 Essentials for Managing Virtual Teams. University Readers, 2001, San

Diego, CA.

BNET. www.bnet.com. The Go-To Place for Business.

Lalonde, Carole. Crises management and organizational: Towards the conception of a

learning model in crises management. Organization Development Journal; Spring 2007; 25,

1; ABI/INF ORM Global.

Lurey, Jeremy S. and Raisinghani, Mahesh S. An empirical study of best practices in virtual

teams. Information & Management , Volume 38, Issue 8, October 2001, Pages 523-544.

PricewaterhousCoopers, LLC, Oak Park, CA.

Siebdrat, Frank, Hoegl, Martin and Ernst, Holger. How to manage virtual teams. Managing

Collaboration, O perations Management and Research, July 1, 2009.

Vowler, Julia. Continuity plan prevents human tragedy becoming business disaster at the

BMA Computer Weekly; Nov 15, 2005; ProQuest Computing, pg. 34.

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