Out of Sight, Out of Mind

Out of Sight, Out of Mind

Robert Jones (Enterprise Architecture Group of HP Corporate IT, USA), Rob Oyung (R&D Lab Manager at Hewlett-Packard, USA) and Lisa Shade Pace (Enterprise Architecture Group of HP Corporate IT, USA)
Copyright: © 2005 |Pages: 9
DOI: 10.4018/978-1-59140-585-6.ch003
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Abstract

Conventional wisdom often cites that individuals cannot advance their career without putting in daily face-to-face time with their managers; thus, members of virtual teams are inevitably less successful at career development than their co-located colleagues. Virtual team members lose out on the informal interactions that typically occur in the lunchroom, in the hallway, at the water cooler, and on the golf course; therefore, they are essentially out of sight, out of mind. Furthermore, conventional wisdom postulates, it is impossible to get the attention of upper management without these interactions, and people believe that if you want to advance, you will move to the companies selected “center of the universe” where the largest concentration of employees reside. This chapter will discuss the potential drivers behind the following myths that focus on this potential out-of-sight, out-of-mind dynamic, and will document some of the techniques that we’ve observed that help reduce the potential impact of the reduced face-to-face time that is inevitable with the implementation of virtual teams within an organization.

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