amount and variety of information that can be communicated across team members. One way to develop common ground in virtual teams is to develop a psychologically safe communication climate which acts as a moderating variable that can overcome mistrust and turn the team’s fluid membership into a source of new ideas and expertise. A supportive communication climate includes variables such as participation in decision-making, encouraging members to speak up, raising differences for discussion, engaging in spontaneous and informal communication, providing unsolicited information, remaining open to new ideas and perspectives, and bridging differences by suspending judgment. This helps to create trust and reduce perceptions of risk and uncertainty about members’ motives, in turn creating incentives to build a shared history. Another way to develop common knowledge rests on managers’ ability to act as politicians to manage the power dynamic inside and outside the team. This may reduce members’ hesitancy to share information, leading to enhanced innovation. A study by Gibbs and her colleagues (2021) indicates that managers can also bridge imbalances in situated knowledge during meetings by discussing trivial topics and surfacing taken-for-granted assumptions as a way to elicit differing opinions and hidden knowledge. In one instance, a manager increased dialogue among team members by deliberately refraining from giving people answers in order to encourage them to cooperate and co-create knowledge. Though more difficult than in collocated teams, careful management and co-presence strategies can successfully establish common ground among members of a virtual team. Uneven Distribution of Information Errors in the distribution of messages are more common in technology than face-to-face interaction, leading to a lack of common ground. When digital technology replaces face-to-face communication, it is often difficult to keep track of the messages that have been both sent and received by a receiver and vice versa. For instance, if collaborators have two email addresses, a primary and a secondary one, some messages may be sent by the server to the primary addresses and some to the secondary addresses, leading to information loss and confusion among team members. Intimacy is further threatened as perceived electronic mediation increases because such mediation leads to uneven information transfer and coordination challenges and reduces the amount of informal interaction, as the number of casual encounters and unplanned conversations is much higher among collocated colleagues. Simultaneously, differences in native language and status- the “prestige, esteem, worth, or relative social position of an individual or group”-