The accelerating growth in the construction and usage of collaborative environments designed to ensure that the oil and gas industry can have immediate access to scarce support and expertise has meant people in remote geographical locations have had to forge new relationships, acquire new intervention skills, and accept new ways of working.

This has raised many people issues, ranging from how to engage people in the necessary management of change programmes, the development of necessary behavioral protocols, through to acquiring appropriate leadership skills and installing appropriate recognition schemes, as well as the fundamental issue of how this new connectivity capability impinges upon existing communication processes.

Nowhere is this more acute, relevant and critical than in connecting the offshore operations community with their onshore support colleagues.

Drawing on real life examples the author surfaces, tackles and deals with these issues, showing how collaborative environments can be used to produce a high performance one-team culture.

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