Over the past 50 years, organizational expansion and globalization, industrial mergers and acquisitions, and scientific and technological advances have made geographically dispersed work groups more common (Clark & Fujimoto, 1991; DeSanctis & Monge, 1999; Sproull & Kiesler, 1991). From new product groups that utilize marketing, engineering, and manufacturing in different parts of the globe (Griffen & Hauser, 1992) to solely electronically mediated groups that respond to computer virus emergencies worldwide (Goodman & Wilson, 2000), it is increasingly likely that group members will spend time working at a distance from one another. However, research on the consequences of dispersed work for groups (and suggestions for mitigating them)

has not kept up with the changing nature of organizations (see Armstrong & Cole, 1995; Hinds & Kiesler, 2002; and Kraut, 1994, for notable exceptions). This chapter focuses on one consequence of geographic dispersion, reduced communication, and suggests that group leaders can improve performance through ensuring frequent contact with members.