Page 176 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

Communication and Group Culture 159

©Rawpixel/Shutterstock

local conditions were responsible for differences in how members behaved. In addi-
tion, Leonardi and his associates found that CMC members found ways to decrease
81
the distance they sometimes feel from their colleagues. They suggest treating
distance as a relative concept, with computer mediation having the ability either
to increase or decrease the perception of distance, depending on the needs of
members.
There are ways to help build trust in virtual teams, including providing for social
communication (e.g., setting up a social chat room for a group), showing enthusi-
asm, making sure members know how to handle the technology, and providing
82
timely feedback. The suggestions in Table 6.2 will help you create a cohesive virtual
team. 83

Supportiveness
LaFasto and Larson found that there are significant differences in climate between
high-performing teams and ones that are merely OK (or worse). Climates of effec-
84
tive teams are relaxed, warm, and comfortable; members feel accepted, valued, and
competent. The climate in poor teams is tense, cynical, political, cold, and overly
critical. The members of excellent teams are consistently described as supportive,
interested, and willing to help the rest of the members succeed. They bolster other
85
members’ confidence, pitch in to help each other, and listen well to each other.
Nonsupportive members, in contrast, are “me” oriented, disinterested in the others,
and do only the jobs they are assigned.

gal37018_ch06_135_168.indd 159 3/28/18 12:36 PM