Quais são as melhores maneiras de se comunicar com os membros da equipe virtual durante a fase de tempestade?

While the means of communication can be anything considering availability it is important to ensure: Active Participation: Team members need to be encouraged to contribute actively in discussions beyond just participation. Creating Safe Spaces: It is important to establish an environment where individuals feel comfortable expressing opinions and concerns without fear of judgment. Defining Clear Objectives: Ensure everyone understands the team's goals and their individual roles in achieving them. Clarity helps in minimizing conflicts arising from misunderstandings. Open Communication Channels: Set up platforms for transparent communication—such as forums, chat groups, or shared documents—to facilitate ongoing discussions and clarify doubts.

Key takeaways from my experience managing virtual team: a. Know your people. You have to understand their background, preferences, diverse personalities and profiles. It’ll help you understand how to manage and effectively collaborate them. During the storming phase, you’ll have an idea of their strengths and trainings needed for them to ensure successful partnership with them b. Set the culture. Basics like establishing active communication, participative engagement and meeting cadence is a must. c. Be present and available. You will become busy with more important tasks for your business or clients but never be complacent on your brainstorming sessions with them. People will always seek you for guidance, direction and insight.

I’m my experience it is important to allow open communication while ensuring that the people using the channels are doing it for the right reasons. It is sometimes too easy for opinions to be “thrown” around when it is digital and not face to face. As long as the entire team is aware that the conflicts and discussions are all in the Best Interest of the company as a whole… then positive progress and changes can be made. “It’s never about person… it’s always about the process ;) “

La comunicación asertiva es la mejor manera de comunicarse con los miembros del equipo. Es comprensible que exista distinto criterios y opiniones respecto a determinados tópicos, pero mientras exista en la interacción tolerancia y respeto todo fluye en beneficio del equipo.

La etapa de tormenta puede ser de caos y estrés pero también potenciar la iniciativa y la creatividad. En mi experiencia las entregas y comunicaciones parciales son las más asertivas mientras dure ese estado de ánimo, pasando luego a las comunicaciones por objetivos de trabajo y revisiones periódicas, hasta alcanzar las comunicaciones grupales enfocadas en los indicadores de logro y los estándares de cumplimiento. Si se maneja una agenda compartida mejor, ya que todos conocerán los términos a cumplir de manera individual y grupal. Cada tormenta se asocia a un tipo de gestión generalmente, pero en realidad debe basarse en las características del equipo de trabajo también.

Storming is one of the important stages where individuals contribute individually rather than thinking of them as a part of the team, so an important point is the participant rather than the mode of participation. I think the five W and one H questionnaires of each individual could be the best approach to guide a virtual team during the storming stage and this could be done via first email communication and later if needed then meetings could be helpful.

The storming stage in virtual teams is crucial for addressing conflicts, establishing norms and building trust. It is also important for aligning goals, enhancing communication, and fostering team cohesion. Proactively managing this stage contributes to the long-term success of virtual teams by laying the foundation for effective collaboration and productivity.

After the forming phase, in which the newly formed team begins to work together, the storming phase stands for the first conflicts in the team and problems in working together. This phase stands for friction within the team, but in my experience also for clarification of expectations and individual approaches. The team gets to know each other fundamentally. For leaders of virtual teams, it is crucial to consciously prepare for the storming phase and be able to read the signals. When the storming phase comes up it is helpful for virtual teams to already have established a consistant communication framework. It then works as a guideline in possible conflict situations. The team will then switch to a mode of effective collaboration.

Getting a sense of appreciation about how you can help and hurt a colleague is important for the culture of the team. Take few moments to scan a teammate’s linked in profile. If time permits, have a virtual cup of coffee or tea together and establish a connection with some of your colleagues. No matter how large or small the effort, implementing the practice of trying to get to know your teammates can pay dividends in human capital as you move forward with your team.

The best way to communicate effectively during the storming stage is by encouraging everyone to share their perspectives, address conflicts respectfully, establish clear goals, and focus on finding common ground. Regular meetings to discuss concerns and create a safe space for open dialogue can help navigate this phase more effectively.

Team Charter can acts as a roadmap, offering guidance and support to the team during storming by providing a structured framework for communication, role clarity, conflict resolution, and reinforcing unity despite conflicts that arise in the team's developmental phase.

Face to face communication via visual software is one of the top ways to handle. Summarizing the discussion and outlining next steps in writing are also key.

In the storming stage teams need clarity and get to know each other better. 1. Establish communication (team meetings , shared reports, 1:1) routines both on task matters and on personal aspects. 2. Try to pair employees on specific tasks so they will have the opportunity to practice working together. 3. Set GL on how we communicate and collaborate in our team 4. Create a shared picture - a place where all team members understand goals and expectations the same way

90% of individuals are eager to return to the office, with 20% specifically desiring a traditional five-day workweek. Collaboration and meaningful interactions are crucial for team productivity, especially in remote work. However, face-to-face interaction is best for achieving this. By committing to regular face-to-face contact, we can bridge the gap and unlock our team's full potential. Embracing face-to-face collaboration allows us to reignite innovation and build cohesion. So, how can we accomplish this? Simply make a commitment to regular face-to-face contact through visual software for meetings. By embracing face-to-face collaboration and regular interactions, we can tap into the true potential of our teams.

Communication is very important at the storming stage. So we don't misinterpret plans. It's also important so all the ideas or and key points are brought to the fore and nothing is left out or forgotten.

In my experience it is very important to remember that different type of people/groups have different type of expectations for the content and the tools used. Some people want to understand WHY, some WHAT NEXT, some WHY AGAIN etc. Some people prefer 1:1 COMMUNICATION, some EMAIl, some SLACK etc.

Interaction requires psychological safety. Instead of assumptions and beliefs, there is respect for others and true dialogue. This requires active listening, seeking to understand others’ viewpoints, and noticing things that are left unsaid. Disagreements are not avoided, and conflicts are resolved instead of avoiding them. There is transparency and trust, and commonly agreed ways of handling conflicts. There are ground rules for respectful communication and active listening. There are structures and forums that enable dialogue. The team agrees on ways of using collaboration platforms and creates a communication matrix. Video meetings are facilitated so that everyone can have their say and there is a mediator for possible conflicts.

During the storming stage it is important ro promote open communication by creating a non-judgmental atmosphere for team members to express concerns. This can be done by using active listening, reflecting back to demonstrate understanding and clarifying expectations, roles, and responsibilities to prevent misunderstandings.

Es importante que el equipo tenga claro el tono y los canales correctos de comunicación, resaltando la importancia de dar un retorno honesto en cada momento. Es imprescindible mantener una escucha activa para evitar la escalada de cualquier conflicto y malos entendidos.

Create common ground rules and a communication matrix. It is frustrating and annoying if you notice that you do not get the information you need or if you are left out of a mailing list that would help you with your responsibilities. Make it clear, who needs what information from whom, when and using which medium and ensure that this information is easily accessible. Regularly check if changes are needed. Encourage people to proactively share information e,g, on a collaboration platform. Make sure that meeting minutes, decisions and agreements are recorded and that everyone knows where to find them. Transparency is one element of trust.

In order to prevent common storming stage pitfalls, the most useful strategies are fostering open communication, active listening, and empathy.

Paying adequate attention to what is being said with empathy will go a long way. I remember joining a new team as a team lead after the unit head resigned. We worked remotely somedays and i needed to know what everyone was doing. So, empathy and active listening helped me to navigate the communication challenges that happened.

I would add couple of points: - Transparency and Trust Building: Be transparent about cybersecurity risks and the importance of team collaboration. Build trust by acknowledging contributions and providing constructive feedback. - Be mindful of different time zones and cultural differences in communication styles. Schedule meetings at times convenient for all, respecting personal boundaries.

Cuando los asuntos son delicados, mucho mejor levantarse de la silla o de detrás del ordenador e ir directamente a hablar con la persona para evitar malentendidos, efectivamente. Y sí, tono de voz adecuado en cuanto a ni muy alto ni muy bajo, palabras desde el yo opino, nada de juicios,... Ayuda y me gusta especialmente para este tipo de situaciones la técnica de comunicación no violenta de Marshal Rosenberg que sigue estas pautas: - Veo que... - Eso me hace sentir... - Necesito... - Te pido... Ayuda también utilizar frases como - "si te estoy entendiendo bien lo que quieres decir es..." - "a lo que me refiero es que..." y preguntar, proponer, sugerir: - ¿que os parece si...? - en esta situación ¿qué planteas? - ¿cómo lo solucionarías?

One thing that I have found useful is to refresh the Team on how to critic and give well structured honest feedback. When done properly it minimises conflict as all participants can clearly see and appreciate perspectives .

Create a fair and trusting environment for productive conversations with clear ground rules to ensure respectful and constructive dialogue.

This can be done by addressing issues promptly, using constructive language, and encouraging team members to offer specific, timely feedback.

Centrarse en el problema y no en la persona. Foco en la solución. ¿Cómo resolvemos? En esta etapa facilita un "sí y además" o el parafrasear lo que la persona anterior ha comentado para darle a entender que la estás escuchando. Aportar y construir.

Things which I found helpful during the storming stage in regards to positive communications are:- 1. Conflict resolution by setting a stage to resolve the problems 2. Clarity of goals - Always emphasize the team on the end goal. 3. Openness to different ideas 4. Respect each individual's feedback etc...

Reinforce positive communication in the storming stage by acknowledging and appreciating team members' contributions. Use constructive language, encourage active listening, and provide timely feedback on desired behaviors.

The ability to adopt the sandwich method in feedback will really help go a long way in this instance. You should be able to criticise and at the same time commend team members effort this way you can effectively ensure good results without stepping on the morale of your team which leads to much more productiveness.

I totally agree with you. Storming period is so critic. If the team stuck in there for long time, it would be risky. The most important issues to be followed are as follow: 1-The job descriptions and responsibilities should be well described and agreed to the all members. 2-Building a synchronised communication culture at critical discussions to prevent gossips and siloing. 3-Top leader should colloborate the team leaders at one and meaningful vision 4-Top leader should be same distant to every department 5-Company culture should prevent in any way toxic communication or attitudes.

Hablemos de ellos a la hora de reconocer y hagámoslo en público: ¡Lo habéis hecho fenomenal! Gracias a vuestra propuesta se ha logrado tal y tal cosa. ¡Enhorabuena! Me siento muy orgulloso de todo el equipo. Feedback positivo.

It is essential to establish ground rules and a shared consensus on communication and (e-)conduct right at the forming stage. When the storming stage comes, as it certainly does, the agreed framework becomes a strong guide and reminder of the standards agreed on at start. Since it's a collectively agreed position, it enlists commitment to weather the pressures of the storming stage. Moreover, it sets a baseline for the norming stage where things can be refined and clarified further.

Bitte lösen Sie sich von den developmental sequences in small groups! Das hat nichts mit Teambildungsprozessen zu tun, wird nur leider fortwährend von meist Beratern verbreitet. "Such data are highly anecdotal in nature" urteilt Tuckman selbst. Bitte lesen sie die beiden Originalpaper und ggf. meine Arbeit dazu auf Researchgate.