This post follows on from an earlier one on structural complexity in project virtual teams and forms part of a short series on the subject. In the world of complex projects and complex working environment the impact of social complexity is one that needs to be carefully considered and incorporated in any and all planning.

Social complexity in a project environment occurs around one or both of two areas; social interaction and rule based interaction.

Social interaction and social complexity

Social interaction in the complexity sense happens where communication lines between project team members are complex, where it is difficult or impossible to undertake team building, where respect and trust is either not present or not easily built and where commitment and motivation toward the project and teammates are absent.

* Communication – Virtual teams are notorious for the inherent complicated nature of the lines of communication. Even the most compact virtual team, one where only a few members may be located remote to the hub of the team, will suffer from strained communication lines from time to time. The difficulties of coordinating communications when team members are distributed across multiple locations means that it can be hard to manage even simple task based communication, ensuring the phrasing is accurate enough to avoid confusion yet transparent enough for all of the team to understand it is an ongoing problem for virtual team members. On top of this task based communication is then the extra layer of trying to also build and maintain a team spirit and morale through the same platforms. Organisations grasp for any shiny new tool or platform they feel may help them with this task yet frequently forget that the most simple tool is the human voice and physical presence in occasional meetings. I have seen projects that have run for a couple of years burn through numerous different communication tools as new ideas hit the market when in reality they would have been better to stay within a sensible pallet of tools – voice, video, email and some form of immediate text based tool will typically be it – and try as much as possible to retain the same tools for the duration of at least each phase of the project. Solid communication plans need to be developed for the life of the project.

* Team building – As humans we are intensely social creatures, yes some are more outgoing and gregarious while other often prefer their own company, but at our core we work best when we feel included in the team we are tasked to be part of. Consequently, team building is a vital part of the establishment and maintenance of any project. While virtual teams add complexity to team building they do not mean it is impossible or even excessively costly. Team building can be phased across the project, it can be done on a location by location basis with then an overarching exercise held to bring together team members who will work across the boundaries of the locations. Whatever approach is taken there is little argument that doing something is hugely more effective than doing nothing – so long as the something in question is properly considered. Team building also needs to be held at each change of phase of the project and as large proportions of the team change out. Even small changes of numbers in a team can lead to substantial changes in the overall team dynamics so leaders of teams and groups need to be vigilant for these changes and be ready to undertake some form of team building or rebuilding from time to time. Build and nurture your team carefully and rebuild it each time a major change happens.

* Respect – Largely built on the back of effective communication and team building, respect and trust are vital to the running of a virtual team, whether the team is undertaking a simple or a comple...