Addressing Team Dynamics in Virtual Teams: The Role of Soft Systems

Introduction And Purpose

Information Systems (IS) development is increasingly conducted by geographically dispersed virtual teams due to the rise of trends such as outsourcing and globalization. Although researchers have explored dynamics in face to face teams (Larson and La Fasto, 1989; Jewel and Reitz,1981; Tuckman, 1965) research has also shown that the behaviour exhibited in virtual teams is different from the behaviour in face to face teams (Sarkar and Valacich, 2010; Sassenberg and Boos, 2003; Sia et al, 2002; Montoya Weiss et al, 2001). For instance recent research (Sarkar and Valacich, 2010) has demonstrated that participants in virtual teams are more unlikely to change their initial values, biases and preconceptions which hinder the process of conflict resolution. In this paper we explore the use of a method of inquiry based on soft systems thinking as a means of ameliorating the effects of conflict in synchronous virtual teams (Stowell and Welch, 2012 pp116-117; Champion and Stowell, 2001). Since there is a dearth of literature on the application of soft methods within virtual teams we also discuss the challenges faced when implementing soft methods in globally dispersed teams. We describe the results of an Action Research (AR) project undertaken between two educational institutions geographically separated by several thousand miles and provide insight on the use of soft methods in synchronous virtual teams and its effect on conflict.