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During the “Storming” or Crisis Stage

  • • If a crisis or conflict arises, high context GVT members need to clearly communicate their feelings. Messages, whether or verbal or written, need to be clearly delivered, explained, and justified to avoid any confusion. Low context people prefer to deal with problems in an open and transparent manner, thus in a GVT setting, the level of transparency needs to be high to reduce the chance of miscommunication. High context members should ask questions as needed for clarification to reduce misinterpretations among them. If there is a conflict, high context members appreciate it when the confrontation takes place in a private setting, one-on-one, or through intermediaries, rather than in the open via public criticism.
  • High context members need to avoid using the “silence” strategy in a GVT environment, because it is likely to complicate the issue and cre?ate unnecessary delays in solving a problem. In a face-to-face setting, silence can convey a message through the use of non-verbal cues, such as smiling, frowning, looking bored, or nodding in agreement. However, in a virtual setting, silence conveys no message at all; this leads to a “clueless” work environment for both parties and is not effective for solving problems.
  • • Both low context and high context GVT members need to be creative in their communication styles so as not to offend or irritate one another, and develop a cohesive collaboration. Creativity in virtual communication might include using an informal yet fun social media platform such as online chat to create a sense of relaxation, harmony, and belonging by replicating a face-to-face office gathering.
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