In the era of virtual reality and ubiquitous computing, it is no surprise that more and more companies are going virtual when it comes to teamwork too. Geographically distributed teams hold many advantages, but the transition from working in brick and mortar offices to the virtual desk brings some challenges. Here are some things to consider when setting up distributed teams.
As I sit down to write this, a troubled and challenging 2015 has just drawn to a close. It has been a difficult year filled with terrifying violence and outrageous acts of intolerance. Whenever another hateful act of terrorism filled the news feed, I would find myself despairing for the future of humanity.
How can we build an environment in which global technical communicators can be successful? Face the challenges head-on to keep your team energized, innovative, and productive.
How do we think? What traps does our brain set for us? Moreover, what does this mean for our workday? Neurobiology and cognitive psychology provide surprising insights into a system that does not really function as rationally as we would like to think.
Studies by pollsters and neurobiologists emphasize a greater binding with the company and more creative performance, when a manager appreciates his employees. The attitude of a manager and how he communicates are crucial.
Every company with a modern management employs process management. Technical writers who adopt the process perspective when developing their editorial guidelines catch a glimpse behind the curtains of process management and might uncover some problems.
Unequal time zones, dissonant expectations, and different work ethics – these are just some of the issues that international project teams are facing. So how can we ensure global team success?