chapter 2

Diversity Challenges in Virtual Teams

As we discussed in Chapter 1, participation in virtual teams is an increasingly important phenomenon. The fact that technology makes connectivity and collaboration rather simple can lead to the mistaken assumption that people everywhere approach work in the same way. Diverse teams have the potential for greater conflict than teams in which members have similar background experiences and characteristics. Diversity can express itself in a variety of forms, including, age, gender, and culture, all of which impact the way individuals approach their work. While it can result in more creativity and greater problem-solving abilities, diversity can also complicate communication. Members of diverse teams often have communication styles that differ as well as varying ways of conveying information.

Age Differences

Age diversity is an obvious reality in the workplace, and the span increases as younger workers enter the workplace and as a greater number of older workers stay on the job longer. Fostering effective communication between four generations with an age difference of up to 60 years is especially challenging for companies committed to innovative teambased arrangements.

The following generations make up today’s U.S. workforce.

• Matures (also called seniors). Matures, or seniors over 70 years of age, make up a minimal and declining proportion of the U.S. workforce that will continue to decrease to less than 1 percent by 2020. Their survival of hard times causes them to value hard work, sacrifice, and a strong sense of right and wrong. Many plan to reenter the job market in some capacity after retirement or stay there for the long haul.
• Baby Boomers (also called Boomers). Boomers account for less than 30 percent of the U.S. workforce and are referred to as the “me” generation because they grew up in the boom times following World War II and were indulged and encouraged by their parents to believe their opportunities were limitless. They will work longer than their parents because of better health, greater financial strain, and a limited retirement budget.
• Generation Xers. Generation X is proportionately small compared to the generation that precedes and follows it due to low birth rates during the inclusive period. Born in the 1960s and 1970s, the “latchkey” Generation X kids are fiercely independent, self-directed, and resourceful. As a whole, they are skeptical of authority and institutions because they entered the workforce in a time of downsizing and cutbacks. Xers account for about 34 percent of today’s workforce.1
• Generation Yers (also called Millennials). Gen Y, the grandchildren of the Boomers, currently account for about 35 ­percent of the workforce. Gen Yers are technologically savvy, active, and globally oriented due to their lifetime experience in a high-tech world. They perceive work as a chance to develop their personal skills portfolios. Publicized corporate scandals have taught them to be more concerned about themselves than about their employers. In 2015, the Millennials became the largest sector of the U.S. workforce, and their numbers will continue to grow.2
• Generation Z. The next generation has been labeled Generation Z and is beginning its insurgence into the workforce. Times of uncertainty and war shaped Gen Z and differentiate them from their Gen Y predecessors. Gen Zers are even more tech savvy and socially connected than their Gen Y predecessors and are likely to bring strong collaboration skills and creativity to the job, though their social skills may be lacking.3

While individual differences exist, each generation is a product of the knowledge, experiences, and values that prevailed during their segment of history. Understanding and appreciating such factors can improve communication between people of various generations. Furthermore, studies indicate that concerns over generational conflict are often unfounded. For instance, Boomer resistance to Generation Xers might be based on an assumption that the casual attitude of members of the younger generation indicates they are slackers. Experience, however, has revealed Generation Xers’ positive characteristics. Similarly, Gen Xers may look critically at the lack of responsibility, sloppy work habits, and crude manners exhibited by Gen Y and Z, and fail to recognize the value of the energy and enthusiasm these younger workers bring to the table.

When properly managed, companies with a strong mix of older and younger workers have a distinct competitive edge. Younger workers bring new ideas, a broad range of technology skills, and an eagerness to adopt new ideas, while older workers contribute a strong work ethic, experience, and institutional memory.

Encouraging team members who are quite diverse in age to work together requires effective communication, an appreciation for the value of diversity, and patience in learning new ways of interacting with people from vastly talented yet differing generations. Team members can enhance their generational competence in several ways:4

• Learn about other generations. Team members can gain valuable insights into other generations by reading excellent books such as When Generations Collide,5 participating in diversity training, and beginning a mentoring relationship with someone of a different generation.
• Become familiar with linguistic differences among generations. Differences in language usage peculiar to some generations are a frequent cause of confusion and clashes. For example, the terms freaked out, lame, and stoked would likely mean different things to a 22-year-old than to a 65-year-old.
• Be flexible and give people the benefit of the doubt. Employees of different generations will thrive in environments where they are encouraged to learn from people of different ages, not to become one another. Misunderstandings and confusion often occur because of lack of understanding or false assumptions. Seek to understand and ask questions rather than make quick judgments.
• Don’t forget the little things. Not using appropriate greetings and closings in e-mail messages are little things that can be offensive to older, more traditional team members. Cultivating strong interpersonal relationships that enhance trust and open communication is especially important when dealing with an age-diverse workforce.

While knowledge of the characteristics of the various generations can be helpful in adjusting behavior and communication styles, team members should avoid the trap of stereotyping individuals according to their age. Effective team members seek to understand each person individually.

Gender Differences

Differences in the way men and women think affect the way people work in and manage remote teams. In The Female Vision: Women’s Real Power at Work, Helgesen and Johnson cite research showing that women are highly skilled multitaskers, which can cause them to overcommit. Those who manage remote women workers can benefit from understanding that women’s tendency to overcommit can lead to burnout and diminished creative thought. On the other hand, men’s ability to focus on one thing for a long time can lead to tunnel vision and insensitivity to people and behavior not seen as “mission critical.” While time on task can be perceived as yielding better results, often short bursts of concentration produce better outcomes than agonizing for longer periods.6

Another major gender difference affecting team management is the fact that women generally are more likely to speak up if they are unhappy with their immediate circumstances and environment, while men tend to suffer in silence and tolerate the situation much longer. Research on communication patterns in mixed-gender work groups shows that the traditional behaviors of men and women may restrict the richness of discussion and limit group productivity. The typical male approach to work tasks is confrontational and results oriented, whereas the female method of working is collaborative and oriented toward concern for individuals. The adversarial male style leads to respect, while the collaborative female style engenders rapport. Differences in male and female behavior that accentuate gender differences are often so subtle that group members may not be aware of what is happening.7

Until fairly recently, most research on the communication styles of men and women focused on face-to-face interactions. Current research has also addressed computer-mediated communication (CMC), such as communication that occurs via e-mail, instant messaging, and electronic meetings. Such studies validate gender differences in communication patterns. In one study, for example, women using CMC with other women developed more disclosure and a sense of community, whereas men using CMC with other men seemed to ignore the socioemotional aspects of group functioning and were more likely to use mild flaming (emotional language outbursts). Overall, men tend to be less satisfied with CMC experiences and show lower levels of group development than do women.8 However, without daily contact and the familiarity of working in the same location, managers may experience difficulty in understanding gender-related issues in team behaviors.

Cultural Differences

Diverse teams frequently face cultural barriers, not the least of which are language barriers. Obviously, a certain degree of fluency in the common language used by the team is a prerequisite to effective communication. Avoidance of slang, jargon, and acronyms increases the likelihood that messages will be clearly understood by all. Beyond basic language considerations, however, team members must also recognize other challenges of cultural diversity and adapt their behavior accordingly. Recognition of cultural patterns and expectations and adaptations to spoken and written messages can improve cross-cultural virtual team interactions.

Figure 2.1 Challenges faced by cross-cultural virtual teams during stages of team development

According to many team development experts, every team, whether face-to-face or virtual, advances through a series of predictable stages toward optimal performance. Psychologist Bruce Tuckman described the four stages in team development as forming, storming, norming, and performing. As culturally diverse teams move through these progressive stages of team development, various problems can arise, as summarized in Figure 2.1.9

Forming Stage Issues

In the forming stage, members get to know each other and to understand their team’s tasks. In this initial stage, cultural expectations for formality influence the ease with which members get acquainted and interact with one another. Cultural differences will often be apparent in this initial stage and may play out in various ways:

• Members of some cultural groups—Asians and Latin Americans, for example—need to build personal relationships patiently before conducting serious business.10
• Ideas about equality of members can pose challenges to team development. For some cultural groups such as Germans, team members are considered hierarchically equal, while for others, hierarchical structures play an important role, and subordinates are hesitant to speak out if a superior is on the team.11
• Issues can also arise from cultural differences in expectations for the appropriate use of humor, the use of silence, the way meetings should be organized and run, and how feedback should be offered.

Working relationships during the forming stage are typically guarded, cautious, and noncommittal—even in the best of circumstances. As team members size up one another in terms of strengths and commonalities, those who perceive themselves to be dissimilar from the rest of the group are likely to feel alienated and to lack commitment. At least one face-to-face meeting is crucial, as research indicates that when teams are unable to meet face-to-face—even once—they are less able to handle cultural differences and to understand and appreciate one another.

Storming Stage Issues

In the storming stage of team development, conflict occurs in inter­personal relationships. Interpersonal conflict resulting from cultural differences may be heightened because of different views on a variety of issues, including leadership, meeting structure, and use of time. Cultural differences during this phase of team development become especially obvious:

• The typical leadership style in some cultures (e.g., southern European) is relation centered, whereas in others (e.g., northern European), it is task centered.12
• Some cultural groups, such as Spaniards, are likely to feel that the leader should be followed even if differences of opinion exist,13 whereas others, such as the British, expect consensus to be sought.
• In some cultural groups, such as the Japanese, preliminary meetings are preferred and expected prior to moving to the main formal meeting.14
• As in the United States, some cultures are more monochronic than others in their use of time, expecting exact times for meetings scheduled well ahead and specific start and stop times for meetings; lack of punctuality may be intolerable.

The manner in which those of various cultures handle conflict differs widely. Members of some cultures disdain conflict and often will not speak out when a difference of opinion arises. This approach can be viewed by others as aloofness, a lack of commitment, or even a passive boycott. Disruption can occur over different expectations for appropriate delivery of criticism. For example, Germans typically opt for direct delivery of criticism, while southern Europeans tend to prefer indirect levying of criticism. Austrians tend to prefer an approach somewhat in the middle of the two extremes. Some other potentially confrontational points for diverse groups include the following:15

• The status of women. Some cultural groups still hold to traditional roles for men and women, which may lead to difficulty in recognizing equality of male and female team members or the authority of a women leader.
• Expected degree of politeness. Asians, for example, find it appropriate to engage in small talk before getting down to business and may be put off by the “time is money” attitude typical among Americans.
• Leadership styles. The participative leadership style valued in the Netherlands is, for example, a weakness in Romania, where authoritative leadership is seen as a strength.

Norming Stage Issues

During the norming stage, team members find harmonious cohesiveness. Good feelings and the free exchange of ideas and feedback abound. Collaboration is achieved in the norming stage, though it typically takes longer to achieve in cross-cultural teams than in groups of people with similar cultural characteristics.16 Points to consider about collaboration include the following:

• While greater friendliness typically occurs in the norming stage, some cultural groups tend to make a clear distinction between private and business spheres. Members of such cultures might be more comfortable keeping their interaction strictly business and avoiding casual conversation. Understandably, more socially driven members may perceive such behaviors to be snobbish or rude.
• For some, including Italians and Portuguese, having positive personal relationships with their team members is essential.17 Extended social exchanges that might occur over a meal in face-to-face teams are played out online or via phone in virtual teams.

Managers and team members alike should be careful during the norming stage to assure that groupthink does not occur. Groupthink can happen when the team striving for unanimity refuses to realistically appraise alternative courses of action. The blinded thinking of such teams often leads to limited solutions and poor outcomes. Diverse teams are not as likely as homogenous, cookie-cutter teams to exhibit groupthink. But for diversity to promote the creative expression of ideas, individuals must be encouraged to apply their talents and experiences and to be open-minded to the ideas and views of others. Some members, such as is typical of the Japanese culture, will wait to be invited to voice their opinion. Silence might be interpreted as passive agreement by other members. The eloquent language of some members, such as the British, may be interpreted by some as agreement when in fact it is not.18

Performing Stage Issues

During the performing stage, the group becomes a truly collaborative team, with members inspired to go the extra mile to reach the team’s objectives. During this phase, coordination of deadlines and meeting schedules is essential to success. Research bears out that when under pressure, team members tend to revert to their own culturally determined behaviors and ignore the team’s norms.19 Members of cultural groups who are accustomed to tight schedules will see those with a more relaxed view of time, such as Latin Americans, as idle and uncommitted. Some cultural groups are more willing to work through their private time, while for others working time and leisure time are starkly separated. Last-minute completion of tasks is easier for some to deal with than for others who prefer to work steadily and finish with time to spare.

Virtual teams do have a greater potential for conflict than do teams able to meet face-to-face, and cultural diversity that is often present in virtual teams poses additional communication complications. While variations in beliefs, behaviors, and expectations occur within all cultural groups, certain generalities about those from certain cultural groups can be useful for others seeking better understanding. Given little or no other information about an individual’s values and behaviors, knowledge of the person’s culture provides a good first impression of that person.20 Experiences in cross-cultural interactions do serve to improve a person’s abilities to adapt in similar future situations. Cross-cultural awareness benefits the team in several ways:

• Overcoming stereotypes. Experiences with those of other cultures are valuable in overcoming cultural stereotypes, which often stand in the way of effective communication. Gains from cultural exposure are not automatic, however, and require a genuine effort to actively observe, interpret, and respond to team members.
• Mutual consideration. Cross-cultural experience leads to the establishment of norms that support interaction among individuals and to the development of mutual understanding and consideration for others.
• Language training. Research indicates that individuals who learn a foreign language also typically gain understanding of culturally determined behavior and are thus better able to adapt to specific characteristics of the other culture.21 The challenge of learning another language also promotes empathy for those of other cultures who struggle with understanding a new language and way of thinking.

Advantages derived from diversity are not automatic. To reach a high performance level, culturally diverse teams must work diligently to overcome barriers that could often be easily resolved in homogenous, face-to-face teams. The following suggestions can help you build cultural harmony:22

• Select a skillful leader who can perceive and facilitate handling of potential cultural misunderstandings.
• Provide cross-cultural training to team members to increase their ability to identify and cope with potential conflicts.
• Strive for transparency in all stages of activity, which aids in the development of trust. Set clear, specific objectives with no surprises that could be seen as hidden agendas.
• Encourage the use of questions to solicit input and check for understanding.

Tuckman, along with coauthor Mary Ann Jenson, refined the original team stages theory by adding a fifth stage called Adjourning, which is also referred to as Transforming or Mourning. Adjourning, is the dissolution of the group that ideally occurs once the task is completed successfully; everyone can move on to new things, feeling good about what has been achieved.23 From an organizational perspective, recognition of and sensitivity to team members’ vulnerabilities in this fifth stage is important, particularly if members of the group have been closely bonded and successful in their team activity. Managers in virtual environments must make the challenging decisions as to whether to keep particular teams intact for additional assignments or break them up and re-form for future work.

Understanding, appreciating, and addressing diversity challenges are important steps toward managing virtual teams. In Chapter 3, we will examine other strategic ways to promote team success.