steps of team developments include assessment of needs/deficits, individual and team training, and evaluation of training effects. One such development intervention is to have the virtual team self-facilitate. Normally, a team brings in an outside facilitator to ensure that the team is correctly using the technology. This is a costly method of developing the team, but virtual teams can self-facilitate. This lessens the need for an outside facilitator, and saves the team time, effort, and resources. Disbanding and reintegration Finally, the disbanding of virtual teams and the re-integration of the team members is an important issue that has been neglected not only in empirical but also in most of the conceptual work on virtual teams. However, particularly when virtual project teams have only a short life-time and reform again quickly, careful and constructive disbanding is mandatory to maintain high motivation and satisfaction among the employees. Members of transient project teams anticipate the end of the teamwork in the foreseeable future, which in turn overshadows the interaction and shared outcomes. The final stage of group development should be a gradual emotional disengagement that includes both sadness about separation and (at least in successful groups) joy and pride in the achievements of the team. See also Distributed development Virtual business Virtual community of practice Virtual team Virtual volunteering Gig economy Interim Management Fractional Executive References External links Managing the virtual realm, by Denise Dubie, Network World Dr Alister Jury's research into Leadership Effectiveness within Virtual Teams (University of Queensland) Information technology management Human resource management Management by type