Virtual worlds – such as Second Life, allow for a wide array and multitudinous people to experience a technology that involves a variety of ages, sex and race. In this space, thoughts, ideas and opinions can be shared as a type of communication shared across a spectrum of people.
Today, many organizations are beginning to implement virtual worlds into their company. In doing this, helps create new and innovative ways, allowing companies to foster growth. Virtual worlds allow users the ability to connect with others who are involved in the same organization and share their personal beliefs, feelings, information, and more importantly, can effectively broaden each individual’s idea of the organization. The program may help an individual look at views from different perspectives, but can also help strengthen an organization’s communication. Virtual Worlds allow individuals of all status levels to communicate with each other, helping develop more angles a task can be viewed as.
However, in order for individuals and an organization to receive a meaningful and positive outcome, there needs to be a determined process. One example – an organization could inform individuals on the correct way to use the virtual world based on the determined process so that the virtual world is used properly. The organization should go through a step-by-step process that will increase the individual’s knowledge of correctly communicating, following the norms, and end with information that gives the user a full view and understanding of how the program works.
According to Geber (1995), “Companies that use virtual teams are finding that tending to the human factors of the arrangement is one of the savviest things they can do to ensure the success of the teams’ projects” (p.36). In order to achieve the utmost level of effective usage in a virtual world, certain characteristics need to be available so everyone is able to follow a standard.
The first step in implementing a virtual world into an organization relates to the media characteristic of the norms involved. Geber(1995) states, “…team members need to come up with a list of norms and agreements about how the team will operate and how it will handle the technological aspects of its interactions” (p.39). These norms should include the goals associated with the use of the virtual world, the responsibilities of the individuals, and when applicable, timelines of specific due dates.
Organizations implement the use of virtual worlds because often times the communication between individuals is faster, however, they should make sure the task matches the richness of the virtual world. Virtual worlds will work best in an organization if the task is low in ambiguity. “Ambiguity refers to the existence of conflicting and multiple interpretations of an issue” (Miller, et. al, 2006, 290). According to Miller, et. al (2006), “…managers will be more effective if they choose a communication medium that is a proper match for the ambiguity of the task at hand” (p.291). Additionally, a great reason for an organization and its member’s select virtual worlds is if the individuals are dispersed around the country. Virtual worlds allow individuals the ability to work without having to leave their current living area to work for the organization resulting in flexibility.
Implementing a virtual world into an organization should incorporate structural and individual considerations. Structural: “Select people who are comfortable sharing information and working with computers…but also make sure they’re people with strong personalities who can assert themselves in an electronic medium” (Geber, 1995, 39). It may be a challenge for those who find it difficult to communicate without nonverbal cues. In saying this, Newell recommends that virtual teams have both a team leader (formally called a manager) and a team facilitator” (Geber, 1995, 39). This will enable “…each team establish a mission for what it intends to accomplish” (Geber, 1995, 39). With a leader and a facilitator, tasks can be delegated and the virtual world can ensure that members are following the appropriate guidelines. Organizations like UWM have a virtual world that is continuing to advance and develop, and as users become more acclimated with the program – a trust factor will eventually form. As stated in the reading “Trust comes from performance” (Geber, 1995, 38). With performance, inevitably will come conflict. “Teams sometimes enforce a rule that if one team member has a conflict with another, it can’t be dealt with electronically: one person has to telephone the other, or the two must meet in person” (Geber, 1995, 39).
In order for an organization to properly form an effective virtual world, it is necessary for them to create the same regulations that they would create in “real-life” setting. The whole purpose behind a virtual world is to enhance communication by using innovative technology, comparable to an interpersonal communication setting.
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