Teamwork success is attributed to some factors. Some differentiators bring about the difference of every virtual team in regards to performance and success. These separate the fortunate few from the rest. This paper looks at two of the five differentiators of virtual team success and how the use of the RAMP approach can be effective in giving a boost to team performance.
The first differentiator is commitment and engagement (Lepsinger & DeRosa, 2010). Members of a successful team always exercise commitment and direct involvement all through. They dedicate their time and even resources to the successful realisation of their goals always. Leaders are also in the forefront to keep their workers motivated and involved (Lepsinger & DeRosa, 2010). They make every team member feel that they are of great value to the team and this makes them work extra hard to realise their goals. Another differentiator is the shared process for decision making (Lepsinger & DeRosa, 2010). There always comes a moment when very critical decisions have to be made. In such times, it is very important that there is a well-structured guideline of how to go about it. Successful teams always have such procedures in place to avoid wastage of time in decision making which could delay a project (Lepsinger & DeRosa, 2010).
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For teams that are struggling with poor performance, the RAMP model approach can be of quite great essence when applied. It implies the implementation of its four components which are: relationship, accountability, motivation, and process and purpose. Its relationship component advocates for the fostering of strong and working coexistence of members of the team (Fussell, 2015). On the other hand, accountability brings forth the attribute of members being answerable to whatever duties they are assigned as part of the team (Lepsinger & DeRosa, 2010). Motivation calls for the uplifting of the team to maintain a self-driven attitude of performance amongst members. The final component, process and purpose, advocates for the maintenance of a constant flow in project realisation and the maintenance of focus for all team members (Lepsinger & DeRosa, 2010). With this approach, a struggling team is capable of registering an improvement in regards to its performance.
Teams should always work towards realising their end goals always, and this can only be achieved if they put into consideration the several differentiators. It should also be understood that members like to feel appreciated for whatever little or big contribution they make to the organisation. Working as a team is itself a thing to commit to more just like the project itself.
References
Fussell, C. (2015). Make your team less hierarchical. Havard Business Review . Retrieved 24 January 2017 from https://hbr.org/2015/07/make-your-team-less-hierarchical.
Lepsinger, R. & DeRosa, D. (2010). Virtual Team Success: A practical guide for working for working and leading from a distance . Hoboken, New Jersey: Pfeiffer.
