Digital Communication in Project Management - Revision history

S183633: S183633 moved page Digital communication in project management to Digital Communication in Project Management

2022-03-08T09:43:25Z

S183633 moved page Digital communication in project management to Digital Communication in Project Management

← Older revision	Revision as of 09:43, 8 March 2022
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	===== Benefits of Digital Communication =====		===== Benefits of Digital Communication =====
			The following benefits are summarized from the original paper:
	*''Virtual is more efficient'':		*''Virtual is more efficient'':
	:Video conferencing (VC) facilitates direct and precise communication and this makes this a efficient method to utilize. It decreases the time spent on discussing unrelated matters and engaging in "small talk". Generally, workers feel that they are invited to more meetings and this promotes the feeling of inclusion and helps distribute information correctly. VC has eases the process of reaching others and this boosts communication frequency making it the effective alternative. VC also eliminates travel time and costs which is a motivational benefit as well as a sound financial decision.		:Video conferencing (VC) facilitates direct and precise communication and this makes this a efficient method to utilize. It decreases the time spent on discussing unrelated matters and engaging in "small talk". Generally, workers feel that they are invited to more meetings and this promotes the feeling of inclusion and helps distribute information correctly. VC has eases the process of reaching others and this boosts communication frequency making it the effective alternative. VC also eliminates travel time and costs which is a motivational benefit as well as a sound financial decision.

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	The PM must be aware of these when planning the communication, since the positioning within the project authoritative hierarchy defines the method, content and intention with the communication, i.e. the PM must use different communication skills for different levels.		The PM must be aware of these when planning the communication, since the positioning within the project authoritative hierarchy defines the method, content and intention with the communication, i.e. the PM must use different communication skills for different levels.


	'''Informal communication''':		'''Informal communication''':

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	The review of the case above provides concrete examples of where to put your effort as a PM when dealing with poor-performing digital communication. As mentioned, the communication plan is the starting point for developing and planning to transform the performance of the communication system. However, in the case of transforming an existing low-performing communicaton system, this becomes a task of managing change within the project organisation. PMBOK® Guide <ref name="standard"/> suggest that you firstly formulate the desired change in an understandable manner to build on the understanding of the purpose of the change. After this, you should identify activities to plan the change. This will help people prepare for the change. After this comes the actual implementation and this should be viewed as an iterative process. Put focus on ''"demonstrating future state capabilities"''<ref name="standard"/> and ensuring that the change has the intended impact. This will help the PM manage the transition and ultimately sustain the change.		The review of the case above provides concrete examples of where to put your effort as a PM when dealing with poor-performing digital communication. As mentioned, the communication plan is the starting point for developing and planning to transform the performance of the communication system. However, in the case of transforming an existing low-performing communicaton system, this becomes a task of managing change within the project organisation. PMBOK® Guide <ref name="standard"/> suggest that you firstly formulate the desired change in an understandable manner to build on the understanding of the purpose of the change. After this, you should identify activities to plan the change. This will help people prepare for the change. After this comes the actual implementation and this should be viewed as an iterative process. Put focus on ''"demonstrating future state capabilities"''<ref name="standard"/> and ensuring that the change has the intended impact. This will help the PM manage the transition and ultimately sustain the change.

	As digital communications is a wide field, it will be next to impossible to provide methods to improve every matter of the case. ~~To defer from superficiality~~, this article provides a few but concrete examples of methods to apply to improve the virtual meeting environment ~~could include~~:		As digital communications is a wide field, it will be next to impossible to provide methods to improve every matter of the case. Instead, this article provides a few but concrete examples of methods to apply to improve the virtual meeting environment:
	*''Active listening'' <ref name="active listening"> ''http://wiki.doing-projects.org/index.php/Active_listening#What_is_active_listening.3F'' </ref>:		*''Active listening'' <ref name="active listening"> ''http://wiki.doing-projects.org/index.php/Active_listening#What_is_active_listening.3F'' </ref>:
	:Active listening may not be the most formal of methods but it does provide the attendees of any meeting or simply any conversation participant with a tangible way of controlling individual focus and success of communication. In a digital context, the rules for listening actively is as follows:		:Active listening may not be the most formal of methods but it does provide the attendees of any meeting or simply any conversation participant with a tangible way of controlling individual focus and success of communication. In a digital context, the rules for listening actively is as follows:

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	The review of the case above provides concrete examples of where to put your effort as a PM when dealing with poor-performing digital communication. As mentioned, the communication plan is the starting point for developing and planning to transform the performance of the communication system. However, in the case of transforming an existing low-performing communicaton system, this becomes a task of managing change within the project organisation. PMBOK® Guide <ref name="standard"/> suggest that you firstly formulate the desired change in an understandable manner to build on the understanding of the purpose of the change. After this, you should identify activities to plan the change. This will help people prepare for the change. After this comes the actual implementation and this should be viewed as an iterative process. Put focus on ''"demonstrating future state capabilities"''<ref name="standard"/> and ensuring that the change has the intended impact. This will help the PM manage the transition and ultimately sustain the change.		The review of the case above provides concrete examples of where to put your effort as a PM when dealing with poor-performing digital communication. As mentioned, the communication plan is the starting point for developing and planning to transform the performance of the communication system. However, in the case of transforming an existing low-performing communicaton system, this becomes a task of managing change within the project organisation. PMBOK® Guide <ref name="standard"/> suggest that you firstly formulate the desired change in an understandable manner to build on the understanding of the purpose of the change. After this, you should identify activities to plan the change. This will help people prepare for the change. After this comes the actual implementation and this should be viewed as an iterative process. Put focus on ''"demonstrating future state capabilities"''<ref name="standard"/> and ensuring that the change has the intended impact. This will help the PM manage the transition and ultimately sustain the change.

	As digital communications is a wide field, it will be next to impossible to provide methods to improve every matter of the case. To defer from superficiality, ~~we will give~~ a few concrete examples of methods to apply to improve the virtual meeting environment could include:		As digital communications is a wide field, it will be next to impossible to provide methods to improve every matter of the case. To defer from superficiality, this article provides a few but concrete examples of methods to apply to improve the virtual meeting environment could include:
	*''Active listening'' <ref name="active listening"> ''http://wiki.doing-projects.org/index.php/Active_listening#What_is_active_listening.3F'' </ref>:		*''Active listening'' <ref name="active listening"> ''http://wiki.doing-projects.org/index.php/Active_listening#What_is_active_listening.3F'' </ref>:
	:Active listening may not be the most formal of methods but it does provide the attendees of any meeting or simply any conversation participant with a tangible way of controlling individual focus and success of communication. In a digital context, the rules for listening actively is as follows:		:Active listening may not be the most formal of methods but it does provide the attendees of any meeting or simply any conversation participant with a tangible way of controlling individual focus and success of communication. In a digital context, the rules for listening actively is as follows:

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	Ganis and Waszkiewicz <ref name="digcomtools"> ''Ganis, M. R., & Waszkiewicz, M. (2019). Digital Communication Tools as a Success Factor of Interdisciplinary Projects. Problemy Zarzadzania, 4/2018(77), 85–96. https://doi.org/10.7172/1644-9584.77.5'' </ref> finds that project teams rely on ''"fast (real-time), reliable and easy-to-use communication tools, which helped them to connect them all at the same time"''. Ganis and Waszkiewicz finds that a interdisciplinary team cannot run in modern projects without effective digital communication, and that respective project teams should have the ability to choose the platform with which they base their communication. The platform should be flexible and user-friendly, and the team should have the option to change it, when their needs change, e.g. when the intention of the communication fits better with another platform.		Ganis and Waszkiewicz <ref name="digcomtools"> ''Ganis, M. R., & Waszkiewicz, M. (2019). Digital Communication Tools as a Success Factor of Interdisciplinary Projects. Problemy Zarzadzania, 4/2018(77), 85–96. https://doi.org/10.7172/1644-9584.77.5'' </ref> finds that project teams rely on ''"fast (real-time), reliable and easy-to-use communication tools, which helped them to connect them all at the same time"''. Ganis and Waszkiewicz finds that a interdisciplinary team cannot run in modern projects without effective digital communication, and that respective project teams should have the ability to choose the platform with which they base their communication. The platform should be flexible and user-friendly, and the team should have the option to change it, when their needs change, e.g. when the intention of the communication fits better with another platform.

	==== Recent Changes: A Case Review ====		==== Recent Changes: A Case Review <ref name="covid"/> ====

	It is hardly surprising to anyone, that recent times has incentivized changes in the way we communicate - not only in project management. Communicational strategizing and leadership has changed within project organizations due to the implications of the current pandemic. These effects facilitated a shift towards digital communication in project organizations and this presents a set of challenges. <ref name="covid"/>		It is hardly surprising to anyone, that recent times has incentivized changes in the way we communicate - not only in project management. Communicational strategizing and leadership has changed within project organizations due to the implications of the current pandemic. These effects facilitated a shift towards digital communication in project organizations and this presents a set of challenges. <ref name="covid"/>

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	=== Communication Processes ===		=== Communication Processes ===

	Within project management, most communication will follow the ''interactive communication model''; a sender encodes a message that is transmitted through a medium to a receiver that decodes the message and the receiver will in most cases ~~will~~ provide feedback on this message. This process happens both verbally and non-verbally, and it has been argued that the feedback on the message is of key importance to any PM, as it enables the PM to monitor the success of a communication process. The feedback will in this case be a confirmation of understanding from the receiving part <ref name="Communication"/>. Some non-verbal communication might, however, take the form of linear communication, where the feedback is not a necessity, i.e. informative e-mails or simple instructive messages.		Within project management, most communication will follow the ''interactive communication model''; a sender encodes a message that is transmitted through a medium to a receiver that decodes the message and the receiver will, in most cases, provide feedback on this message. This process happens both verbally and non-verbally, and it has been argued that the feedback on the message is of key importance to any PM, as it enables the PM to monitor the success of a communication process. The feedback will in this case be a confirmation of understanding from the receiving part <ref name="Communication"/>. Some non-verbal communication might, however, take the form of linear communication, where the feedback is not a necessity, i.e. informative e-mails or simple instructive messages.

	[[File:Interactive.png\|center\|500px\|Interactive Communication Model\|thumb]]		[[File:Interactive.png\|center\|500px\|Interactive Communication Model\|thumb]]
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	''<li> designing communication to minimize risk" </li>''		''<li> designing communication to minimize risk" </li>''
	</ol>		</ol>


	The PM has the responsibility not only to establish the organisational structure of the project to enhance project team creation but also the communication plan and lines of communication. Zulch argues that the communication plan should outline the following:		The PM has the responsibility not only to establish the organisational structure of the project to enhance project team creation but also the communication plan and lines of communication. Zulch argues that the communication plan should outline the following:
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	https://app.knovel.com/hotlink/pdf/id:kt012LZF43/guide-project-management/effectively-engage-with </ref>		https://app.knovel.com/hotlink/pdf/id:kt012LZF43/guide-project-management/effectively-engage-with </ref>

	By making a such agreement, the PM and the stakeholders formalize and streamline the intentions of all parties. The agreement becomes a project artifact that can be used at any given time and will provide guidelines throughout the project. By formalizing it even further and transforming it into a contract, the artifact becomes a mutually binding agreement that obligates all parties to uphold the terms agreed upon which at certain times may be practical to serve as a reminder of where the responsibility lies. <ref name ="standard"/>		By making a such agreement, the PM and the stakeholders formalize and streamline the intentions of all parties. The agreement becomes a project artifact that can be used at any given time and will provide guidelines throughout the project. By formalizing it even further and transforming it into a contract, the artifact becomes a mutually binding agreement that obligates all parties to uphold the terms agreed upon which at certain times may be practical to serve as a reminder of where the responsibility lies. <ref name ="standard"/> Practical examples of aforementioned contract can be found in many types of projects and also within student project groups, i.e. ''"Collaboration Contracts"''.

	===== Lines of Communication =====		===== Lines of Communication =====
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	[[File:Typescommunication.png\|center\|750px\|Practical examples of communications <ref name="standard"/>\|thumb]]		[[File:Typescommunication.png\|center\|750px\|Practical examples of communications <ref name="standard"/>\|thumb]]

			For project communication in modern, digital times it should however be added, that e-mails and sometimes even instant-messaging is perceived as formal communication in some organizations.

	== Modern Communication in Project Management ==		== Modern Communication in Project Management ==
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	*''Improved virtual technology'':		*''Improved virtual technology'':
	:Virtual capabilities and average practical experience with these is improving. Using VC as a primary practice helps educate people in the use of this which improves technological skills.		:Virtual capabilities and average practical experience with these is improving. Using VC as a primary practice helps educate people in the use of this which improves technological skills.


	===== Consequences of Digital Communications: =====		===== Consequences of Digital Communications: =====
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	*''Communication skills'':		*''Communication skills'':
	:Communicate frequently and speak up in meetings! To clarify misunderstandings, it is important to listen and understand actively. Ask questions to stay engaged without getting distracted. Avoid interruptions and try not to mute mics unnecessarily. If you are not using VC, you need to identify yourself before speaking - in any case, you should provide contextual information about your stake in the conversation to unfamiliar meeting attendees. The team should also put focus into how conflicts are ~~resoluted~~. Members should discuss challenges and problems actively and consider different options of mitigating these.		:Communicate frequently and speak up in digital meetings! To clarify misunderstandings, it is important to listen and understand actively. Ask questions to stay engaged without getting distracted. Avoid interruptions and try not to mute mics unnecessarily. If you are not using VC, you need to identify yourself before speaking - in any case, you should provide contextual information about your stake in the conversation to unfamiliar meeting attendees. The team should also put focus into how conflicts are resolves. Members should discuss challenges and problems actively and consider different options of mitigating these.

	*''Time management'':		*''Time management'':
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	*''Systems Thinking'':		*''Systems Thinking'':
	:Apply systems thinking when planning the communication. Understand that the communication system is something that should be developed specifically for the individual project organization and that it should be the foundation of what ties the organization together. Investigate the relations and connections within the organization to turn these into communication advantages. Create flexibility within the system, so that workers feel that they can connect freely.		:Apply systems thinking when planning the communication. Understand that the communication system is something that should be developed specifically for the individual project organization and that it should be the foundation of what ties the organization together. Investigate the relations and connections within the organization to turn these into communication advantages. Create flexibility within the system, so that workers feel that they can connect freely. This area constitutes a large and separate subject by itself, and this paper will not investigate this further.

	~~== References ==~~
	~~<references/>~~


	== Key References ==		== Key References ==
	*''Encinas, E., Simons, A., & Sattineni, A. (2021). Impact of COVID-19 on Communications within the Construction Industry'' <ref name="covid"/>:		*''Encinas, E., Simons, A., & Sattineni, A. (2021). Impact of COVID-19 on Communications within the Construction Industry'' <ref name="covid"/> :
	:This reference is a research paper from 2021 invetigating the impact of COVID-19 on communications in the construction industry. It produces key results within perceptions from workers related to the changes that COVID-19 has induced on projectual communications. Specifically for this paper, it served as a key reference for documenting quantitave and qualitative results from a specific industry where PMs play a role.		:This reference is a research paper from 2021 invetigating the impact of COVID-19 on communications in the construction industry. It produces key results within perceptions from workers related to the changes that COVID-19 has induced on projectual communications. Specifically for this paper, it served as a key reference for documenting quantitave and qualitative results from a specific industry where PMs play a role.

	*''		*''Ganis, M. R., & Waszkiewicz, M. (2019). Digital Communication Tools as a Success Factor of Interdisciplinary Projects.'' <ref name = "digcomtools"/> :
			:This reference is a research paper from 2019 which investigates the use of digital communication tools in context within two specific project teams. The research paper takes on two different tools while investigating the possibilities and benefits of these while also reflecting critically on the consequences and downsides to these. The paper draws several insightful conclusions based on this.

			*''Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management. Project Management Institute, Inc. (PMI).'' <ref name ="standard"/> :
			: This is key literature for any PM that wishes to gain a deep and profound understanding of methods within project management. It constitutes key framework for selecting methods in context and also explains the process of selecting the correct method and how to use them. In this paper, this literature has been used as a general inspiration.

			== References ==
			<references/>

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	== ~~Big Idea~~ ==		== Abstract ==

	Within the field of project management it is estimated, that project managers (PM) on average spend rougly 80% of their time on communication. <ref name=''Handbook''> ''Geraldi, Joana; Thuesen, Christian; Oehmen, Josef; Sting, Verena (2017), Doing Projects. A Nordic Flavour to Managing Projects, Engineering Systems Division, Management Engineering Department, Technical University of Denmark.'' </ref> This explains why some refer to communication as ''the foundation of project management''.<ref name="Communication"> ''BG Zulch,		Within the field of project management it is estimated, that project managers (PM) on average spend rougly 80% of their time on communication. <ref name=''Handbook''> ''Geraldi, Joana; Thuesen, Christian; Oehmen, Josef; Sting, Verena (2017), Doing Projects. A Nordic Flavour to Managing Projects, Engineering Systems Division, Management Engineering Department, Technical University of Denmark.'' </ref> This explains why some refer to communication as ''the foundation of project management''.<ref name="Communication"> ''BG Zulch,
	Communication: The Foundation of Project Management,		Communication: The Foundation of Project Management,
	Procedia Technology, Volume 16, 2014, Pages 1000-1009, ISSN 2212-0173, https://doi.org/10.1016/j.protcy.2014.10.054 (https://www.sciencedirect.com/science/article/pii/S2212017314002813)'' </ref>		Procedia Technology, Volume 16, 2014, Pages 1000-1009, ISSN 2212-0173, https://doi.org/10.1016/j.protcy.2014.10.054 (https://www.sciencedirect.com/science/article/pii/S2212017314002813)'' </ref> Communication is the act of sharing and interpreting information across different project areas and interests. Communication is what holds together the people part of any project, and miscommunication can therefore be the downfall of any project which otherwise could have turned out successful. The team members within any project rely on the ability to collaborate, share, gather and interprete knowledge and information to carry out the objectives of any project - hence, they rely on the ability to communicate. <ref name="Communication"/>

	Communication is the act of sharing and interpreting information across different project areas and interests. Communication is what holds together the people ~~section~~ of any project, ~~but~~ miscommunication can ~~also~~ be the downfall of any project which otherwise could have turned out successful.

	The team members within any project rely on the ability to collaborate, share, gather and interprete knowledge and information to carry out the objectives of any project - hence, they rely on the ability to communicate. <ref name="Communication"/>

	However, in recent times, ways of communicating when carrying out projects have undergone severe changes due to the consequences of the concurrent and ongoing pandemic, COVID-19. It is still unclear what all the consequences of these changes are, but patterns are emerging and it seems that at least some of these will be sustained. <ref name="covid"> ''Encinas, E., Simons, A., & Sattineni, A. (2021). Impact of COVID-19 on Communications within the Construction Industry. 2(Cdc), 165–156. https://doi.org/10.29007/lhs4'' </ref>		However, in recent times, ways of communicating when carrying out projects have undergone severe changes due to the consequences of the concurrent and ongoing pandemic, COVID-19. It is still unclear what all the consequences of these changes are, but patterns are emerging and it seems that at least some of these will be sustained. <ref name="covid"> ''Encinas, E., Simons, A., & Sattineni, A. (2021). Impact of COVID-19 on Communications within the Construction Industry. 2(Cdc), 165–156. https://doi.org/10.29007/lhs4'' </ref>

	Although the digital tranformation is something that has been an ongoing trend in many facets of project management since the invention of the internet, COVID-19 has made its impact on the way we communicate within project teams. COVID-19 has not only inducted changes of consequential character. <ref name = "covid"/> New ways of communicating within projects are emerging and they propose new ~~implementations and applications~~ of existing communication practices. Project team members are experiencing these changes differently and it can be difficult to generalize these perceivings into implementable changes. However, an common emerging pattern is that projects and ~~projects~~ management will have to adjust to an everyday life with more digital communication and PMs will have to adjust to an everyday agenda with a more digital characteristic or at least with the possibility of communicating digitally with some frequency.		Although the digital tranformation is something that has been an ongoing trend in many facets of project management since the invention of the internet, COVID-19 has made its impact on the way we communicate within project teams. COVID-19 has not only inducted changes of consequential character. <ref name = "covid"/> New ways of communicating within projects are emerging and they propose new adaptations of existing communication practices. Project team members are experiencing these changes differently and it can be difficult to generalize these perceivings into implementable changes. However, an common emerging pattern is that projects and project management will have to adjust to an everyday life with more digital communication and PMs will have to adjust to an everyday agenda with a more digital characteristic or at least with the possibility of communicating digitally with some frequency.

	== Communication in Project Management ==		== Communication in Project Management ==
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	*''Systems Thinking'':		*''Systems Thinking'':
	:Apply systems thinking when planning the communication. Understand that the communication system is something that should be developed specifically for the individual project organization and that it should be the foundation of what ties the organization together. Investigate the relations and connections within the organization to turn these into communication advantages. Create flexibility within the system, so that workers feel that they can connect freely.		:Apply systems thinking when planning the communication. Understand that the communication system is something that should be developed specifically for the individual project organization and that it should be the foundation of what ties the organization together. Investigate the relations and connections within the organization to turn these into communication advantages. Create flexibility within the system, so that workers feel that they can connect freely.


	== References ==		== References ==
	<references/>		<references/>


			== Key References ==
			*''Encinas, E., Simons, A., & Sattineni, A. (2021). Impact of COVID-19 on Communications within the Construction Industry'' <ref name="covid"/>:
			:This reference is a research paper from 2021 invetigating the impact of COVID-19 on communications in the construction industry. It produces key results within perceptions from workers related to the changes that COVID-19 has induced on projectual communications. Specifically for this paper, it served as a key reference for documenting quantitave and qualitative results from a specific industry where PMs play a role.

			*''

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	== Methodological ~~Examples~~ ==		== Methodological Reflection==
	<blockquote>"Engaging stakeholders requires the application of soft skills, such as		<blockquote>"Engaging stakeholders requires the application of soft skills, such as
	active listening, interpersonal skills, and conflict management, as well as leadership skills such as		active listening, interpersonal skills, and conflict management, as well as leadership skills such as
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	:*Show that you are listening by nodding occasionally or use facial expressions to emphasize reactions. Keep an open and inviting posture and encourage by applying continous verbal comments like "yes", "uh-huh". And most importantly; try not to interrupt.		:*Show that you are listening by nodding occasionally or use facial expressions to emphasize reactions. Keep an open and inviting posture and encourage by applying continous verbal comments like "yes", "uh-huh". And most importantly; try not to interrupt.
	:*Provide feedback actively to confirm consensus. Use paraphrasing actively to confirm understandings or occassionally summarize your understanding orally.		:*Provide feedback actively to confirm consensus. Use paraphrasing actively to confirm understandings or occassionally summarize your understanding orally.
	:*Refrain from judgement and respond appropriately. This helps to maintain mutual respect. Be ~~mindfull~~ and remember The Golden Rule.		:*Refrain from judgement and respond appropriately. This helps to maintain mutual respect. Be mindful and remember The Golden Rule.

	*''Systems Thinking'':		*''Systems Thinking'':
	:Apply systems thinking when planning the communication. Understand that the communication system is something that should be developed ~~specifally~~ for the individual project organization and that it should be the foundation of what ties the organization together. Investigate the relations and connections within the organization ~~and~~ turn these into		:Apply systems thinking when planning the communication. Understand that the communication system is something that should be developed specifically for the individual project organization and that it should be the foundation of what ties the organization together. Investigate the relations and connections within the organization to turn these into communication advantages. Create flexibility within the system, so that workers feel that they can connect freely.


	== References ==		== References ==
	<references/>		<references/>

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	===== Benefits of Digital Communication =====		===== Benefits of Digital Communication =====
	*''Virtual is more efficient'':		*''Virtual is more efficient'':
	:Video conferencing (VC) facilitates direct and precise and this makes this a ~~productive communcation~~ method to utilize. It decreases the time spent on discussing unrelated matters and engaging in "small talk". Generally, workers feel that they are invited to more meetings and this promotes the feeling of inclusion and helps distribute information correctly. VC has eases the process of reaching others and this boosts communication frequency making it the ~~efficient~~ alternative. VC also eliminates travel time and costs which is a motivational benefit as well as a sound financial decision.		:Video conferencing (VC) facilitates direct and precise communication and this makes this a efficient method to utilize. It decreases the time spent on discussing unrelated matters and engaging in "small talk". Generally, workers feel that they are invited to more meetings and this promotes the feeling of inclusion and helps distribute information correctly. VC has eases the process of reaching others and this boosts communication frequency making it the effective alternative. VC also eliminates travel time and costs which is a motivational benefit as well as a sound financial decision.

	*''Improved written communication'':		*''Improved written communication'':
	:Since the use of digital communication ~~increase~~ the amount of written communication, such as emails and texts, it actively increases documentation. It stimulates the use of written reports which facilitates accountability.		:Since the use of digital communication increases the amount of written communication, such as emails and texts, it actively increases documentation. This stimulates the use of written reports which facilitates accountability.

	*''Improved virtual technology'':		*''Improved virtual technology'':
	:Virtual capabilities and average practical experience with these is improving. Using VC as a primary practice helps educate people in the use of this which improves technological skills.		:Virtual capabilities and average practical experience with these is improving. Using VC as a primary practice helps educate people in the use of this which again improves technological skills overall.

	===== Consequences of Digital Communications: =====		===== Consequences of Digital Communications: =====
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	*''Less face-to-face interaction'':		*''Less face-to-face interaction'':
	:Some conversations require physical presense and this has consequences for the effectivity of virtual meetings. Virtual meetings usually seem to justify the lack of eye contact and complicate physical cues and the use of body language.		:Some conversations require physical presense and this has consequences for the effectivity of virtual meetings. Virtual meetings usually seem to justify the lack of eye contact and complicate physical cues and the use of body language which impacts the interactive communication negatively.

	*''Virtual technology issues'':		*''Virtual technology issues'':
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	*''Lack of Understanding'':		*''Lack of Understanding'':
	:The study suggests that video conferencing creates disengagement among the team members and makes meetings less relational. This seems to add the amount of misunderstandings.		:The study suggests that video conferencing creates disengagement among the team members and makes meetings less relational. This seems to add to the amount of misunderstandings.

	*''Lack of Individual Engagement'':		*''Lack of Individual Engagement'':
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	*''Communication skills'':		*''Communication skills'':
	:Communicate frequently and speak up in digital meetings! To clarify misunderstandings, it is important to listen and understand actively. Ask questions to stay engaged without getting distracted. Avoid interruptions and try not to mute mics unnecessarily. If you are not using VC, you need to identify yourself before speaking - in any case, you should provide contextual information about your stake in the conversation to unfamiliar meeting attendees. The team should also put focus into how conflicts are ~~resolves~~. Members should discuss challenges and problems actively and consider different options of mitigating these.		:Communicate frequently and speak up in digital meetings! To clarify misunderstandings, it is important to listen and understand actively. Ask questions to stay engaged without getting distracted. Avoid interruptions and try not to mute mics unnecessarily. If you are not using VC, you need to identify yourself before speaking - in any case, you should provide contextual information about your stake in the conversation to unfamiliar meeting attendees. The team should also put focus into how conflicts are resolved. Members should discuss challenges and problems actively and consider different options of mitigating these.

	*''Time management'':		*''Time management'':