P 

: Hey guys, so welcome for our weekly podcast “The corporate break”, and today we’re
doing a subject we couldn’t have done 5 years ago; trusting in virtual teams. For that, we are
welcoming (Prénom x3).

Everybody says “hey”

P: So today’s discussion is based on Greenberg, Greenberg and Antonucci’s article “creating

and sustaining trust in virtual teams”. Might one of you sum it us for us?

X: So basically, the authors talk about the importance of building and maintaining trust in
virtual teams. As you know, we live in a connected society and companies are increasingly
developing means of communication to create virtual teams. This is a way for them to
increase their performance and competitiveness by making talented members of the
company separated geographically work together.

P: But I bet there are downsides to that?

X: You’re betting right. These virtual teams do not reach their full potential because they
face different challenges than traditional working relationships and particularly in the field
trust.

P: What do you mean by “traditional work setting”?

X: In a traditional work setting, relationships between colleagues can be built on task-related

activities where one assesses each other's skills and reliability, which is called cognitive trust.
Or, these relationships can also be built through informal meetings, discussions over coffee,
where a real interest in the other is born, also called affective trust. However, when team
members are dispersed and do not meet each other, it is much more difficult to build those
trusting relationships. Studies have shown that they can still exist but remain fragile and
volatile. Different locations can create disparities in working contexts and situations that can
lead to disruptions, misinterpretations and therefore misunderstandings.

P: But then, how to create trust while working virtually?

A: When it comes to trust, virtual teams face unique challenges. In a virtual setting, team
members are unable to pick up on nonverbal cues and body language, which are important
indicators of trust and reliability. This lack of nonverbal cues can make it difficult for team
members to build trust and rapport with each other. Additionally, virtual teams may struggle
with issues such as time zones, language barriers, and technological issues, which can also
impact the level of trust between team members.

P: But, despite some downsides, can our listeners be trusting and efficient when working
virtually with their team?

A: Of course, virtual teams also have several advantages over face-to-face teams. For
example, virtual teams can reach a wider range of individuals from different locations and
backgrounds, making them more diverse and inclusive. Additionally, virtual teams can be
more flexible and efficient in their operations, as team members do not have to commute to
the same physical location.

P: So if I get it right, both working traditionally and virtually get their own advantage?

A: That’s right: virtual and face-to-face teams each have their own unique challenges and
advantages when it comes to building and maintaining trust. While virtual teams may
struggle with issues such as lack of nonverbal cues and technology-related challenges, they
also have the advantage of flexibility and a wider reach. Meanwhile, face-to-face teams have
the advantage of nonverbal cues and in-person interaction but may be limited by geography.

P: Now that we have talked about the pros and cons, I would like to interrogate one of you
about the possible way to implement a long-lasting trust in a virtual team.

B: First of all, while establishing the team, choosing the good members is essential to install
trust. People needs to be legitimate since the trust is built only on cognitive trust. Members
need to have a dispositional trust which is the predisposition to trust others.
Then, the team members need to be trained on how to efficiently and proficiently use
group- employed communication and application-specific software to avoid lags in
responses. It is also needed to be trained to be virtual since the natural communication
medium is face to face.
Finally, the reward structure needs to be cooperative driven. It should NOT be competitive at
all. The 2nd stage of the team implementation is called the inception.

P: Interesting, tell us more!

B: Well people need to be introduced to each other in a deep manner because the first
impression is determinant for the future. After that, it’s crucial not to forget to create some
rules and most of all make some team-building exercises. Even online teams need to get to
know each other to build trust! Then, during the organizing stage, members have to
participate in organizing activities. It helps them to know each other and by being involved
and sharing their opinions members recognition will increase! Affirmation and
encouragement help engage team members and build cohesion.

P: How about the way they communicate?

B: Team leaders should also encourage non-task- related communication since in a virtual
team we tend to stick to our work without create some real links with our teammates. From
now on, the transition stage begins. People starts to know each other so the impact of
cognitive trust fades and the impact of affective trust increases. The need for clarifications or
explanations of the assigned task may arise at this point. It is essential that team members
be made to understand that managers recognize the early organizing stage was not ‘wasted’
on non-task-related activities, and that they still have the support and confidence of
management. Finally, during the last stage when you accomplish the task, affective trust
moves to the forefront then supporting members on team’s tasks is needed, the leader
should also Evaluate participation in accomplishing the task. But don’t forget to celebrate
the achievement of interim deadlines, it is essential to creates strong relationships!
P: I’m sure our listeners will make good use of that detailed implementation plan. But you
have mentioned different kind of leader… which is the most efficient to rapidly implement
trust?

C: Relationship oriented managers have the best way to create trust, as team cohesion and
collective satisfaction are crucial to them. They also care about every group member’s
individuality which is even more important when working virtually as it is less easy to be
close with your colleagues.

P: I see your point. And because of being less close, do you not think that motivation can be
altered when working virtually?

C: Well, in a team, the key to genera motivation is to identify, within the members, what
motivates who. There are 3 types of motivation: intrinsic, which refers to being motivated by
the enjoyments of an activity, extrinsic which refers to motivation towards rewards and
prosocial which is being motivated by efforts benefiting desires of others. Virtually, it is less
easy to understand each individual’s motivation, so maybe group energy will not be as
strong from the beginning. But because flexibility is a clear advantage working virtually, it
gives more time for individuals to think of what they are getting out of there.

P: Well, you all have not hesitated when responding, I’m sure this emission about trust and
working virtually will benefit a lot of our corporate listeners. Thank you all for agreeing to
come!

Everybody says “thanks”

P: Dear corporates, you can find the link of the article in the description as always, and I’ll
see you next week for another discussion on “The corporate break”!