ABSTRACT
This chapter reviews, from a nontechnical perspective, the types of tools most often used to configure virtual teamwork and when each is used best. Utilizing tools more effectively also helps virtual teams identify with their organizations. Virtual work is supported or derailed because of people's patterns of interaction or isolation, their habitual communication pathways. Virtual leaders have a responsibility to model good communication using virtual media, as well as face-to-face. As team members gain tool competence and trust in one another, even complex and conflict-ridden issues can be resolved virtually. The chapter defines various collaboration mechanisms and suggested uses for each. E-mail and all communication tools have limits because they are oneway with no immediate feedback. Team home pages and dashboards serve as places to post progress and updates, as well as create a bridge to the larger networked organization. Planning, coordination, and tracking are standard tasks handled by all task and project management tools.
