Test the organisation's response to group dynamics and virtual teams under conditions that are less than ideal.
Group Dynamics and Managing Virtual Work Teams
Move group dynamics and virtual teams from general awareness to a repeatable, reviewable practice.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The hardest part of group dynamics and virtual teams is rarely deciding — it is holding the decision when it becomes unpopular. Teams read what their leaders tolerate on virtual teams far more accurately than what their leaders announce. Where the organisational leadership discipline is measured, it improves; where it is only discussed, it drifts. Every module pairs a short input on group dynamics and virtual teams with structured practice on the participant's own material. The course leaves participants able to diagnose weaknesses in the wider organisational leadership agenda before they become incidents. The course covers virtual teams at the level of detail needed to act, and stops there. It is designed for mixed groups, so that group dynamics and virtual teams is examined from more than one functional angle. Most organisations already have a policy on virtual teams; far fewer can show it working. It ends with a prioritised list of changes to the organisational leadership capability that the participant is prepared to defend internally.
Expected Learning Outcomes
Hold difficult conversations about virtual teams early, while they are still small.
Design a practical operating method for group dynamics and virtual teams that fits the organisation's size and maturity.
Align the incentives of different functions so virtual teams is not quietly sabotaged.
Set standards on group dynamics and virtual teams and apply them consistently regardless of who is involved.
Establish what evidence would demonstrate that virtual teams is under control.
Review your own performance on group dynamics and virtual teams as rigorously as you review others'.
Who Should Attend
Founders and owner-managers formalising group dynamics and virtual teams as the organisation grows.
Project and programme managers whose success depends on virtual teams.
Analysts producing the data on which decisions about group dynamics and virtual teams rest.
Team leaders responsible for daily delivery of virtual teams.
Business partners who must understand group dynamics and virtual teams well enough to challenge it.
Department heads and senior managers accountable for virtual teams.
Course Modules
Group dynamics and virtual teams: performance, standards and consistency
2 sessions · 8 pointsSession 1Testing group dynamics and virtual teams before relying on it
- State the outcome expected from group dynamics and virtual teams in a single sentence anyone can repeat.
- Identify which function can quietly block virtual teams and address it directly.
- Anticipate the objections group dynamics and virtual teams will raise and prepare the answers.
- Set escalation thresholds for virtual teams that work out of hours.
Session 2Escalation and decision rights in virtual teams
- Decide what you will delegate on group dynamics and virtual teams and what you will not, and say why.
- Decide the point at which you would escalate virtual teams.
- Close out actions on group dynamics and virtual teams rather than leaving them open indefinitely.
- Agree the standard on virtual teams and confirm it applies to everyone.
Virtual teams: setting direction people can act on
2 sessions · 8 pointsSession 1Saying the thing about virtual teams that nobody wants to say
- Confirm that the people affected by group dynamics and virtual teams heard it from you first.
- Name the person accountable for each part of virtual teams, not the committee.
- Build the internal briefing that explains group dynamics and virtual teams to those affected.
- Distinguish symptoms from causes when virtual teams underperforms.
Session 2Recovering after a visible mistake on virtual teams
- Ask the team what they think is wrong with the plan for group dynamics and virtual teams.
- Identify your successor for virtual teams and the gap they need to close.
- Plan the sequence in which improvements to group dynamics and virtual teams will be introduced.
- Draft the minimum viable leadership plan for virtual teams.
Virtual teams: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1What has to be agreed before work on virtual teams starts
- Assign responsibility for keeping documentation of group dynamics and virtual teams current.
- Prepare the summary of virtual teams that senior management will read.
- Identify the conversation about group dynamics and virtual teams you have been postponing, and schedule it.
- Give one piece of specific feedback on virtual teams within the week.
Session 2The meeting that finally unblocks group dynamics and virtual teams
- Estimate the resource group dynamics and virtual teams requires to run as designed.
- Benchmark the organisation's virtual teams against comparable operations.
- Recognise publicly one person whose work on group dynamics and virtual teams went unnoticed.
- Set the review interval for virtual teams and who attends.
Virtual teams: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Delegating virtual teams without abandoning it
- Review a past decision on group dynamics and virtual teams and state honestly what you would change.
- Arrange the handover of virtual teams so capability survives staff changes.
- Confirm that reporting on group dynamics and virtual teams reaches the people who can act.
- Check that records of virtual teams answer the questions likely to be asked.
Session 2Holding the line on virtual teams when it costs you
- Set the decision rights on group dynamics and virtual teams: who decides, who is consulted, who is told.
- Check whether incentives anywhere reward behaviour that undermines virtual teams.
- Assess the workload group dynamics and virtual teams adds and what you will remove to make room.
- Define acceptance criteria for virtual teams in advance.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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