Johnsen Elearning To Eleading

The Difference between eLearning and eLeading

Chicago eLearning & Technology Showcase

August 19, 2009

Lee S. Johnsen Partners in Development 889 S. Dwyer Ave. Arlington Heights, IL 60005 PH: 847-255-1031 [email protected] www.partnersindevelopment.net

The Difference between eLearning and eLeading

A Few Definitions

eLearning—the use of internet technologies to deliver a broad array of solutions that enhance knowledge and performance (Rosenberg, 2001) Leading—influencing individuals or groups toward reaching goal achievement

eLeading—leveraging technologies to lead individuals or groups toward goal achievement from a distance (considering time, distance, and culture)

What’s the Current State of Your Virtual Workforce?

Needs Assessment Use the following Index to quickly assess how large the needs and opportunities are for dispersed team development in your organization.

Index Questions Responses

1. In how many different U.S. locations are your employees and/or audience members?

2. How many different divisions or lines of business?

3. How many countries?

4. How many time zones?

5. How many different (non-native English) languages are spoken?

6. How many cultures?

7. How many different organizations (if external members are a part of our audience)?

8. How many leaders/managers does your organization have who lead dispersed teams?

Total Number

What next? Based on your responses above, you will begin to identify your challenges and the opportunities of leading a virtual workforce. Don’t stop here. © copyright 2009 Partners in Development. All rights reserved. Do not duplicate. - 2 -

Three Key Elements of Teams

Team Purpose

Team Leadership

Team Membership

Team Purpose

Team Leadership

Team Membership

Team Leadership

Single-leader teams—the “formal” leader is in control and responsible for the direction and

success of the team.

Shared-leadership teams—the team members jointly determine performance approach and

establish the required individual and collective contributions.

© copyright 2009 Partners in Development. All rights reserved. Do not duplicate. - 3 -

Team Membership Collocated Teams—team members meet face-to-face and come from similar business units with a common cultural background.

Dispersed teams—team membership is geographically dispersed, more cross functional, more culturally diverse and more temporary.

20

Distance

Culture

Time

What makes a team dispersed?

What Makes a Team Dispersed?

Distance

Time

Culture


How Effective are Dispersed Teams?

The Good News!

Now the Bad News.

Why Do Dispersed Teams Fail? 1. Difficulties in building trusting, positive relationships across the three boundaries

2. Complications from the use of electronic communications


What are the Keys to Overcoming These Failures?

Managing task processes Leading people processes

Building Trusting, Positive Relationships—Two Kinds of Trust Cognitive–trust that is based on rational or calculative assessments; it is based on one’s perceived integrity and ability.

Keys to Building Cognitive Trust in Dispersed Teams—Managing Task Processes • Facilitating communications

• Setting & clarifying goals

• Organizing & coordinating work processes

• Problem solving

• Balancing resources


Managing Task Processes—Tools and Techniques

Facilitating Communications in Dispersed Teams

Team Face Clock

Team Communications Agreement

Web conferencing

Organizing & Coordinating Work Processes

Weboffice

Problem Solving

Virtual Workspace

Decision Support Systems


Building Trusting, Positive Relationships—Two Kinds of Trust Affective–trust that results from the social bonds developed in a relationship where there is genuine care and concern for the welfare of another person; based on assessments of benevolence.

Keys to Building Affective Trust in Dispersed Teams—Leading People Processes • Setting direction

• Engaging and aligning people (inside & outside the team)

• Motivating & inspiring

• Leveraging cultural perspectives

• Developing leadership Think about ways in which leaders can build team affective trust in dispersed teams. Are there technology tools that could support this?

Why Do Dispersed Teams Fail?

Overcoming complications from the use of electronic communications • Matching communications technology with the message and the audience

• Training to use communication and application-specific software

• Training on written communication techniques

• Ensuring technical “help” support

• Others?


The Difference between eLearning and eLeading Consider the benefits to your organization for improving the performance of dispersed teams.

Ensure that your organization’s learning strategy supports dispersed teams and their leaders.

Find ways to leverage distance learning and distance performance to support your organization?

Personal Action Plan Three things you learned as a result of our time today.

Two things you will do with this information.

One thing you will never ever forget as a result of our time today.



Pathways of Communication—Technology Tools Listed below are a variety of electronic communications tools available to dispersed teams. Consider how these can assist dispersed teams in managing task processes and leading people processes.

Synchronous (same time) communication tools--

• audio conferencing/teleconferencing • web conferencing • videoconferencing • chat • instant messaging • whiteboards

Asynchronous (different time) tools

• discussion boards • online calendar applications • links • group announcements • e-mail • surveys and polls • blogs • podcasts • social networks such as Twitter, Facebook,

LinkedIn

Content integration

• courseware • streaming media • narrated slideshows • videos such as YouTube • Weboffice • Google groups • e-books

Document management

• team rooms • resource library • version tracking and control • permission-based access

Adapted from Building Communities—Strategies for Collaborative Learning, by Loren Kaplan (August 2002)

Note: Those with name brands are listed as examples of the technology, not as an endorsement of a particular product.


References DeRose, Darleen, M., Hantula, Donald, A., Kock, Ned, D’Arcy, John. (2004). Trust and Leadership in Virtual Teamwork: A Media Naturalness Perspective. Human Resource Management, Vol. 43, Nos. 2 & 3, p. 219-232. Fermented, Jerry. (2009). Virtual Leadership for a Virtual Workforce. Retrieved July 9, 2009 from http://clomedia.com/includes/printcontent.php?aid=2565. Greenberg, Penelope Sue, Greenberg, Ralph H., Announce, Yvonne Leader (2007). Creating and sustaining trust in virtual teams. Business Horizons, Kelly School of Business. Johnsen, Lee, S. (2004). Balancing the Scales of Team Leadership. Real World Teambuilding Strategies that Work. Insight Publishing. Katzenbach, J.R, Smith, D.K. (1993). The Wisdom of Teams. McKinsey & Company, Inc. Katzenbach, J.R, Smith, D.K. (2001). The Discipline of Teams. Wiley & Sons, Inc. Kotter, J.P. (2001). What Leaders Really Do.? Harvard Business Review. Loges, Sober, Riley, Richard, R. (2008). Uniting the Virtual Workforce. Wiley. Neal, Mollie. (2009). Managing a Virtual Workforce. Panton Media Inc. Sapphire, Diane M. Horner. (1996) Productive Behaviors of Global Business Teams. International Journal of Intercultural Relations, 20/2. Siebdrat, Frank, Hoegl, Martin, Ernst Holger. (2009). How to Manage Virtual Teams. MITSloan Management Review. Trek, Melanie. (2005). Defining the Virtual Workforce. Retrieved July 9, 2009 from http://nemertes.com/managing/defining_the_virtual_workforce.

Johnsen Elearning To Eleading

Education

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