inhibit open dialogue and can lead to uneven participation, one-way flows of knowledge, and exclusion. These status differences are subjective and socially constructed through interpersonal processes of stratification that play out in both verbal and nonverbal communication. Consequently, teams which foster an open dialogic environment through conversational turn-taking, active listening, and energy-enhancing practices achieve better participation and overcome status differences, in turn boosting collective intelligence and limiting miscommunications. Strategies to mitigate uneven distribution of information include structure-enabling practices which promote equal participation, such as regular calls, clear agendas established in advance of meetings, rotating presentations to give voice to lower-status members, and post-call follow ups to ensure a sense of role clarity and predictability. Furthermore, fostering knowledge repositories which seek to not only create new knowledge but record and catalogue existing knowledge helps to mitigate uneven information distribution and facilitate ongoing knowledge transfer. Managers can make a big difference in team participation by establishing dialogic practices which build rapport and trust, strengthen team communication and participation, and invite input from everyone. These practices help to bridge status differences and ensure team members are on the same page. Differences in What Information is Salient Computer-mediated communication (CMC) reduces nonverbal cues about interpersonal affections such as tone, warmth, and attentiveness, which contribute to message clarity and communication richness, and collaborators who use CMC often use more direct styles of communication with fewer social cues than those in face-to-face conditions. Zhao (2003) found that communicators use physical and linguistic “co-presence”- the subjective perception of closeness versus distance to make inferences about one another’s knowledge. Virtual workers are likely to have reduced contact and exposure to strong organizational structures and processes (including organizational dress, symbols, rituals, and ceremonies) that typically foster organizational identification. Difficulty in interpreting knowledge reduces experimentation, which may impact the improvisation processes vital to engendering innovation. In face-to-face interaction, the speaker makes the importance of a message known through tone of voice, facial expression, and bodily gestures. The receiver may acknowledge understanding through exact feedback called “back-channel” communication, such as head nods, brief verbalizations like “yeah” and “okay,” or smiles. These methods of emphasis and feedback ensure parties are on common ground. However, these methods are often lost in digital means of communication. For example, in an e-mail exchange, the point of the message as intended by the sender may be overlooked, misinterpreted, or given different priority. Furthermore, messages met with