The case presents a real-life situation that is often experienced among managers of virtual, geographically dispersed project teams. These are teams with limited, if any, face-to-face contact among co-workers and team members. Problems occur when there are changing project requirements and when there is poor coordination and communication among project team members themselves. As such, you want your co-workers, or even your project manager, to communicate with you but they don’t; instead they remain silent. In these conditions, the dispersed members may feel frustrated, rejected and withdrawn, all of which have the potential to negatively affect individual and overall project performance. The case asks what the manager’s role should be in such situations. Students are also encouraged to think in terms of what needs to be done in order to avoid such situations and build effective virtual teams.