Introduction to Successful Remote TeamworkThomas Staubitz, Hanadi Traifeh, Salim Chujfi

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Pre-Course Survey

Pre-Course Survey

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Week 1

We will discuss the meaning of remote work and contexts in which it is appropriate or not. Furthermore, we will discuss the reliability of remote work for organizations, including infrastructure and data protection issues. Finally, we will introduce a set of tools that might come handy for the practical tasks in this course as well as for your daily 'remote working' life.

1.0 Welcome to Week 1

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1.2 Hello, it's us :)

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1.1 Introduction and Ice Breaker

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1.3 Working in a group or team - Individual reflection

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1.4 The Meaning of Distributed Work

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1.4 The Meaning of Distributed Work

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1.5 Can Organizations Rely on Virtual Teamwork?

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1.5 Can Organizations Rely on Virtual Teamwork?

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1.6 Synchronous Communication (Video/Voice Chat)

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1.6 Collect further Video/Voice Chat Options

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1.7 Synchronous Communication Tools (Text Chat)

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1.7 Collect further Text Chat Options

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1.8 Asynchronous Communication

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1.8 Collect further Asynchronous Communication Tools

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1.9 Collaboration Tools (Version Control)

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1.9 Collaboration Tools (Version Control)

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1.10 Collaboration Tools (Document Shares)

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1.10 Collaboration Tools (Document Shares)

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1.11 Collaboration Tools (Diagram Editors)

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1.11 Collaboration Tools (Diagram Editors)

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1.12 Collaboration Tools (Scheduling, Calendars, Orga)

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1.13 Collaboration Tools (Digital Whiteboards)

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1.13 Collect further Collaboration Tools

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1.14 Virtual Private Networks (VPN)

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1.15 Typical Teamwork Issues and how to Address Them (Coordination)

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1.15 Typical Teamwork Issues and how to Address Them (Coordination)

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1.16 Typical Teamwork Issues and how to Address Them (Leadership)

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1.16 Typical Teamwork Issues and how to Address Them (Leadership)

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1.17 Typical Teamwork Issues and how to Address Them (Challenges)

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1.17 Typical Teamwork Issues and how to Address Them (Challenges)

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1.18 Tool Summary

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Week 2

During this week, we focus on "The human side of the remote work" and we will particularly consider two aspects that help defining how the management of the remote environment can be addressed. We first consider characteristics of personal profiles in order to build and empower remote teams. In addition to that, we also define some guidelines to understand the dimension of the remote interaction and how can organisations successfully overcome the challenges of the remote environment.

2.0 Welcome to Week 2

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2.1 Geographically Dispersed Society

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2.2 Share Current Paradigms in Your Environment, Culture, or Organization

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2.3 Building Teams - Recognizing Remote Workers

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2.3 Building Teams - Recognizing Remote Workers

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2.3 Share any Strategies for Selecting People to Work Remotely

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2.4 Building Teams - Personality and Motivation

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2.4 Building Teams - Personality and Motivation

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2.5 Building Teams - Essential Conditions to Empower Remote Workers

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2.5 Building Teams - Essential Conditions to Empower Remote Workers

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2.5 Share Motivating and Demotivating Factors for Remote Work.

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2.6 The Remote Work Guideline - Topology of Remote Interaction. Roles of the Remote Team Members

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2.6 The Remote Work Guideline - Topology of Remote Interaction. Roles of the Remote Team Members

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2.7 The Remote Work Guideline - Performance and Knowledge

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2.7 The Remote Work Guideline - Performance and Knowledge

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2.7 Share Your Thoughts About Roles and Performance.

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2.8 The Remote Work Guideline - Individual Cognitive Preferences

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2.8 The Remote Work Guideline - Individual Cognitive Preferences

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2.8 Share Your Experience on Psychological Evaluations

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2.9 The Remote Work Guideline - Rules of Communication

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2.9 The Remote Work Guideline - Rules of Communication

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2.9 Share Experience on Rules of Communication

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2.10 The Organizational Challenges and Impact

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2.10 The Organizational Challenges and Impact

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2.10. Share the Challenges for Your Organization

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2.11 Discussion Summary

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Week 3

During this week, we will get to learn about the meaning of “intercultural competence” and why it is important to have such a competence nowadays; especially when working in a remote team. We will also introduce the different elements of intercultural competence and go through some exercises that help us better understand our own culture, as well as other cultures.

3.1 Welcome to Week 3

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3.2 Culture and Culture Sensitivity

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3.2 Let's share..

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3.3 Hofstede’s Cultural Dimensions Framework (PDI, IDV)

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3.3 Hofstede’s Cultural Dimensions Framework (PDI, IDV)

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3.4 Hofstede’s Cultural Dimensions Framework (MAS, UAI)

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3.4 Hofstede’s Cultural Dimensions Framework (MAS, UAI)

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3.5 Hofstede’s Cultural Dimensions Framework (LTO, IND)

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3.5 Hofstede’s Cultural Dimensions Framework (LTO, IND)

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3.6 Hofstede’s Cultural Dimensions Framework

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3.7 The Meaning of Intercultural Competence

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3.7 The Meaning of Intercultural Competence

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3.8 Intercultural Competence: Self-Reflection

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3.9 An End-of-Stay Reflection

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3.10 The Development Model of Intercultural Sensitivity (DMIS)

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3.10 The Development Model of Intercultural Sensitivity (DMIS)

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3.11 Intercultural Competence for Virtual Teams, Part1

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3.11 Intercultural Competence for Virtual Teams, Part1

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3.12 Intercultural Competence for Virtual Teams, Part2

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3.12 Intercultural Competence for Virtual Teams, Part2

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3.13 Intercultural Competence for Virtual Teams, Part3

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3.13 Intercultural Competence for Virtual Teams, Part3

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3.14 Good Bye

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Week 4

The focus of this week is already on your hands-on work in the project. We hope for interesting discussions about your experiences. You will have additional time after the "official" end of the course to finalize your project submissions.

4. Team Assignment

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Post-Course Survey

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