In today's changing organizations, individuals are finding it increasingly difficult to perform work tasks on their own.
Routine responsibilities, such as analyzing day-to-day issues and supporting basic business problems, are no longer possible without contacting one's peers and seeking input from others.
Thus, the very nature of non-routine work has created the need for groups of individuals to work more collaboratively to accomplish business objectives.
In addition to the type of work being performed, key business drivers are also rapidly changing in this network dependent economy.
New demands, such as global competition and "speed to market", have further solidified the need for organizational transformation.
Teams with an eye for creativity and innovation are constantly searching for new methods to improve and support their organizations.
Recent advances in communication and information technology are also contributing to the success of these teams by enabling team members, not to mention the knowledge and expertise they bring, to be distributed across vast geographies.
Team members are no longer restricted to similar locations in close proximity.
In fact, key contributors on teams can be pulled together from around the world without being burdened by the added costs or personal stress of business travel.
Decision-making is challenged when those involved work in different locations or in different cultures, speak different languages and deal with time zone differences.
The following tips are for those who must manage decision-making in a virtual, global environment.

1. Write down and talk about the overall focus of the decision and the stakeholders involved, including a clarification of the value and contribution of each person involved.
   
2. Frequently connect with key stakeholders and check for understanding of goals, needs, options and recommendations.
   
3. Document meeting outcomes and agreements in a common and accessible way, such as an online "team room".
   
4. Explore the best use of technology in communications and project management, i.
   e.
   e-mail, video or voice conferencing, team rooms and project planning groupware.
   It can be helpful to put pictures of people on e-communications when they are not physically present.
   
5. Set ground rules on such things as how decisions will be made, who will be kept informed and how frequently, how differences/conflicts will be handled, the media to be used for communication, how frequently you will communicate, response protocol for e-mail (immediate response, within 24 hours, for information only), what to do if someone is not participating, and confidentiality agreements.
   
6. Discuss the demands of different locations and how differences can be managed, including differences in such areas as lead times for deadlines, holiday schedules, how to work with key stakeholders and customers.
   
7. Manage distance communication:
   • Stay present for video and phone conference meetings.
     
   •  Take frequent breaks to stay fresh.
     
   • Designate a facilitator to keep things on track.
     
   • Identify yourself when speaking.
     
   •  Share non-verbal reactions verbally and share side conversations or jokes with everyone.
     
   •  Balance task and relationship needs.
     Start meetings with a brief personal check-in.
     
   • Document and archive key information, decisions and agreements.
     
   • Send information in advance via fax or e-mail.
     
8. Prevent miscommunication by:
   •  Asking for input and feedback when expressing an opinion online.
     
   • Being tolerant, assuming good intent.
     
   • Being responsive to requests and keeping people informed.
     
   • Compensating for the lack of body language by starting and ending communications with personal information, using humor and providing explanation of your reactions.
     
   • Conducting frequent checks for understanding when dealing with multiple languages and exploring assumptions behind the words used.