LEADER 04356oam 2200625zu 450 001 9910220077703321 005 20220901164538.0 010 $a0-8330-8334-1 035 $a(CKB)3360000000476955 035 $a(SSID)ssj0001179702 035 $a(PQKBManifestationID)12404167 035 $a(PQKBTitleCode)TC0001179702 035 $a(PQKBWorkID)11182903 035 $a(PQKB)10760426 035 $a(EXLCZ)993360000000476955 100 $a20160829d2013 uy 0 101 0 $aeng 181 $ctxt 182 $cc 183 $acr 200 10$aVirtual collaboration for a distributed enterprise /$fAmado Cordova [et al.] 210 31$aSanta Monica, CA :$cRand Corporation$d2013 215 $a1 online resource (xi, 29 pages) 300 $aBibliographic Level Mode of Issuance: Monograph 300 $a"RAND Project Air Force." 311 $a0-8330-8003-2 327 $aThe need for effective virtual collaboration -- The impact of different types of virtual collaboration on team dynamics and team -- Effectiveness -- Computer-mediated communications -- Use of legacy computer-mediated communications -- Impact of legacy computer-mediated communications on team effectiveness -- Audioconferencing -- Use of audioconferencing -- Impact of audioconferencing on team effectiveness -- Videoconferencing -- Use of videoconferencing -- Impact of videoconferencing on team effectiveness -- Evaluating the performance of virtual collaboration tools -- Conclusions and recommendations. 330 $aThe geographic diversity of many military enterprises, along with that of their partners and customers, has made virtual collaboration indispensable for conducting daily operations. Virtual collaboration tools can enable intrasite and intersite collaborative analyses, allow for sites to provide more effective surge capacity, and allow the regional expertise developed at each site to be applied wherever necessary across the enterprise. But communication between non-colocated (virtual) teams poses important challenges, including potential difficulty building cohesiveness and trust among team members and difficulty establishing a common understanding of information or situations. This report addresses these challenges through an assessment of three modes of virtual collaboration, computer-mediated communication, audioconferencing, and videoconferencing, and recommends several ways for intelligence enterprises to tackle them using virtual collaboration tools. These recommendations include: (1) determine which virtual collaboration tools and features are most beneficial using experimental research involving simulated tasks and constraints that closely mirror the military enterprise's operational environment; (2) standardize the lexicon and communications practices associated with virtual collaboration-chat, in particular-and train personnel in these practices; and (3) explore the use of videoconferencing in real-time communications between personnel, their partners, and their customers at different sites. In particular, we recommend that Air Force intelligence enterprises consider the use of personal or webcam-based videoconferencing between intelligence personnel located at different sites, as well as between these personnel and remotely piloted aircraft flight crews. 606 $aCommunications, Military$zUnited States 606 $aVirtual work teams$zUnited States 606 $aMilitary intelligence$zUnited States 606 $aTeleconferencing$zUnited States 606 $aMilitary & Naval Science$2HILCC 606 $aLaw, Politics & Government$2HILCC 606 $aArmies$2HILCC 607 $aUnited States$xAir Force$xCommunication systems 615 0$aCommunications, Military 615 0$aVirtual work teams 615 0$aMilitary intelligence 615 0$aTeleconferencing 615 7$aMilitary & Naval Science 615 7$aLaw, Politics & Government 615 7$aArmies 676 $a355.6/8 700 $aCordova$b Amado$01243658 702 $aKeller$b Kirsten M 702 $aMenthe$b Lance 702 $aRhodes$b Carl$f1970- 712 02$aProject Air Force (U.S.). 712 02$aRand Corporation. 801 0$bPQKB 906 $aBOOK 912 $a9910220077703321 996 $aVirtual collaboration for a distributed enterprise$92884595 997 $aUNINA