By Felix Tan (Editor) M. Gordon Hunter (Editor), M. Gordon Hunter, Felix Tan
Complex themes in international info administration is a chain of books on strengthen themes in worldwide details administration (GIM). GIM learn maintains to development, with a few students pushing the bounds of considering and others hard the established order
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Extra info for Advanced Topics in Global Information Management, Volume 4
Is prohibited. 30 Pauleen FINDINGS This case highlights significant issues often found in diverse, boundary-crossing teams: ICT, and organizational and ethnic culture all figure prominently in this project (Table 2). These are discussed in the following section. Boundary Crossing, Relationship Building and Use of Face-to-Face Communication The defining condition in this project was the amount of boundary crossing that needed to be addressed–not only the cultural differences between the government and claimants, but also the organizational differences on the government team, which consisted of a number of government departments including the Office of Treaty Settlements (BC’s office), the Department of Conservation, the Ministry of Fisheries and the Treasury, as well as numerous consultants and specialists.
He believed that using real-time electronic meetings (such as video conferencing) was not appropriate because the two sides were geographically close enough to make the effort to meet face to face and would get more done that way. He also mentioned that telephones work much better in a one on one situation anyway: I thought about the online conference. In this case, a videoconference would be less efficient at getting through stuff I think then a face-to-face meeting or even the telephone. It wouldn’t be appropriate in this circumstance.
It seems that in this high stakes, complex project, there really was a need to develop a high level of relationship between the team members. In this case, the claimants took the lead in relationship building by insisting on regular face-to-face meetings, whether or not tasks actually had to be done. The benefits of this concerted effort at face-to-face relationship building eventually led to greater use of virtual communication channels as the negotiations progressed and eventually concluded. By the middle of the action learning program, BC was able to inventory the ICT at the team’s disposal and assess how the communication channels were being used and to what effect.