Building the Dispersed Team
         Building Trust
             Trust means placing confidence in another’s 
              character, ability, strength, and reliability.
                 Trust is essential if people are to depend upon each 
                  other to meet commitments
             Trust is a complex thing to develop
             It take time to develop
             While co-located team members can built trust 
              through formal and informal face to face interactions 
              distance is an impediment to building trusting 
              relationships.
             Importantly, different culture develop trust at 
              different rates
                 Low context vs. high context cultures
             Tuckman Model of forming-storming-norming-
              performing
      Building the Dispersed Team
      Forming         The team gets together and gets to know 
                      each other. It clarifies roles, figures out the 
                      tasks and the objectives
      Storming        Conflicts breaks out over roles, objectives, 
                      and task allocations. Different leaders, official 
                      or otherwise, are pursuing different goals
      Norming         The team begins to form norms, roles, and 
                      protocols for working together. Some team 
                      cohesion may begin.
      Performing      The team begins to perform well, working 
                      together towards a common goal. Conflicts 
                      are handled constructively.
        Tuckman Model
       Building the Dispersed Team
          Theory of Swift Trust
              Swift trust occur when team members assume that, 
               like themselves, the other team members have been 
               filtered for reliability and competence.
                  E.g. Temporary teams such as in film crews, etc.
              Members set aside their suspicions and swiftly get 
               into trusting role and addressing the task at hand.
                  Global IT managers engage in team members role 
                   legitimization by highlighting the reputation and 
                   professional qualifications at the other sites – as units 
                   and as individuals.
                      What university he attended, what company she worked 
                       for, and what product he developed
                  Cultural issues with swift trust
      Building the Dispersed Team
       Kick-off and other milestone meetings
            The idea is to get as many members of the team 
             together for several intensive days of working 
             and socializing at the beginning of the 
             development cycle.
              The kick-off meeting build trust, team spirit, 
                addresses some of the cultural differences, also 
                accelerates communication at the outset.
            In a multinational team, there is little in common 
             to begin a relationship, and thus personal 
             relationships will take long time to build or not 
             develop at all.
       Building the Dispersed Team
       Vision              Elaborate on the overall project vision and how 
                           each site fits into that vision
       The                 Introduce and motivate the software 
       methodological      development framework (process model/ 
       framework           methodology). Explain the quality standard
       Communication       Explain how team members should 
       ground rules        communicate and include tips and rules about 
                           phone, e-mail, video-conferencing, and etc.
       Cultural training   Hire a professional training to address specific 
                           cultural differences and how these differences 
                           can be overcome.
       Social functions    Arrange for social activities.
             Key component of kick-off meeting