Question: You were recently hired in a boundary-spanning role for the global unit of an educational and professional publishing company. The company is headquartered in New York (where you work) and has divisions in multiple countries. Each division is responsible for translating, manufacturing, marketing, and selling a set of books in its country. Your responsibilities include interfacing with managers in each of the divisions in your region (Central and South America), overseeing their budgeting and financial reporting to headquarters, and leading a virtual team consisting of the top managers in charge of each of the divisions in your region. The virtual team's mission is to promote global learning, explore new potential opportunities and markets, and address ongoing problems. You communicate directly with division managers via telephone and email, as well as written reports, memos, and faxes.

When virtual team meetings are convened, video conferencing is often used. After your first few virtual team meetings, you noticed that the managers seemed to be reticent about speaking up. Interestingly enough, when each manager communicates with you individually, primarily in telephone conversations and e-mails, she or he tends to be forthcoming and frank, and you feel you have a good rapport with each of them. However, getting the managers to communicate with one another as a virtual team has been a real challenge. At the last meeting you tried to prompt some of the managers to raise issues relevant to the agenda that you knew were on their minds from your individual conversations with them. Surprisingly, the managers skillfully avoided informing their teammates about the heart of the issues in question. You are confused and troubled. Although you feel your other responsibilities are going well, you know your virtual team is not operating like a team at all; and no matter what you try, discussions in virtual team meetings are forced and generally unproductive. What are you going to do to address this problem?