The paper "Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams" by Pamela J. Hinds and Diane E. Bailey explores the unique challenges and conflicts faced by geographically distributed teams. Unlike traditional teams, which are collocated and communicate face-to-face, distributed teams operate through technology, leading to distinct issues. The authors identify two key characteristics of distributed teams: distance and technology mediation, which impact team members' shared context, familiarity, friendship, and homogeneity. These factors contribute to increased task, affective, and process conflict. The paper argues that conflict in distributed teams is detrimental to performance, contrary to findings in traditional teams. It also discusses how conflict can be a dynamic process, with teams potentially mitigating negative impacts over time through improved communication and technology use. The authors propose propositions to explain the antecedents of conflict in distributed teams and its negative effects on performance, emphasizing the need for careful management of conflict to enhance team effectiveness.The paper "Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams" by Pamela J. Hinds and Diane E. Bailey explores the unique challenges and conflicts faced by geographically distributed teams. Unlike traditional teams, which are collocated and communicate face-to-face, distributed teams operate through technology, leading to distinct issues. The authors identify two key characteristics of distributed teams: distance and technology mediation, which impact team members' shared context, familiarity, friendship, and homogeneity. These factors contribute to increased task, affective, and process conflict. The paper argues that conflict in distributed teams is detrimental to performance, contrary to findings in traditional teams. It also discusses how conflict can be a dynamic process, with teams potentially mitigating negative impacts over time through improved communication and technology use. The authors propose propositions to explain the antecedents of conflict in distributed teams and its negative effects on performance, emphasizing the need for careful management of conflict to enhance team effectiveness.