Abu Hasan Agus R, Tsamar Nur Aini, Imroatus Sholihah, Nora Lisah, Shofil Mubarok

Harnessing Informal Communication: The Key to Building Trust and Agility in Remote Teams

Introduction

Harnessing informal communication: the key to building trust and agility in remote teams. Discover how informal communication fosters trust, agility, and cohesion in remote non-profit teams. This research explores its role in decision-making, conflict resolution, and performance.

Abstract

This research focuses on the role of informal communication in building team cohesion and trust in non-profit organizations. This research explores the mechanisms behind spontaneous and unstructured interactions that support decision-making, conflict resolution, and collective performance. This topic is relevant in the era of dynamic work, where the success of organizations increasingly depends on interpersonal relationships and cross-functional collaboration. This study uses a qualitative method with a case study approach involving in-depth interviews, direct observation, and internal document analysis. Data was collected from team members with diverse roles and experiences, including project managers, field coordinators, administrative staff, and senior volunteers. The analysis process includes data reduction, presentation of data in thematic matrices, and verification through source triangulation. This approach provides an in-depth understanding of the dynamics that affect team cohesion and collective trust. The results show that informal communication increases team trust and cohesion. Team members who frequently engage in spontaneous conversations show a better understanding of common goals, can better resolve conflicts, and show higher trust. Well-documented organizational documents also help reinforce successful work patterns, ensuring the continuity of best practices. The implications of this study include the importance of creating a work environment that encourages informal communication and makes strategic use of organizational documentation. The study provides relevant insights for developing collaboration strategies in the workplace and offers a foundation for further research on interpersonal dynamics in organizations.

Review

This study presents a compelling exploration into the critical role of informal communication in fostering team cohesion and trust, particularly within non-profit organizations. The chosen focus on spontaneous, unstructured interactions as key mechanisms for decision-making, conflict resolution, and collective performance is highly relevant in an era where dynamic work environments necessitate strong interpersonal relationships and cross-functional collaboration. The research sets out to provide an in-depth understanding of these dynamics, employing a qualitative, case study approach which promises rich insights into the complexities of team interactions. The methodology, characterized by a qualitative case study design, utilizes a robust triangulation of data sources including in-depth interviews, direct observation, and internal document analysis. The inclusion of diverse team members, from project managers to senior volunteers, enhances the breadth of perspectives captured, lending credibility to the findings. The analytical process, encompassing data reduction, thematic matrix presentation, and verification through source triangulation, underscores a commitment to methodological rigor in uncovering underlying patterns. The abstract reports significant findings: informal communication demonstrably boosts team trust and cohesion, leading to better goal understanding and conflict resolution. Intriguingly, it also notes the supportive role of well-documented organizational practices, suggesting a nuanced interplay between formal and informal elements. The implications of this research are noteworthy, offering practical insights for organizations aiming to cultivate environments that strategically encourage informal communication and leverage documentation to reinforce best practices. The study positions itself as a valuable foundation for developing collaboration strategies and informing future research on interpersonal dynamics. However, while the title explicitly mentions "remote teams" and "agility," the abstract's focus primarily revolves around "non-profit organizations" and "trust/cohesion," with less explicit elaboration on the 'remote' aspect or how 'agility' is specifically enhanced. Clarifying this connection, perhaps by detailing how informal communication particularly functions or is challenged in remote settings within the non-profit context, would further strengthen the paper's scope and contribution.

Full Text

Comments

You need to be logged in to post a comment.