Teams should ask: What information do we need? Why do we need it? Where and when can it be found? Who will get it, and from whom? This takes information shopping list to a new level, without necessarily adding a lot of time to process. With specifics identified, gathering information should be quicker and easier.

On a related topic, technology opens up a number of interesting opportunities for better communication in such an environment. Email, discussion groups, and internal databases offer ways to get and give critical information.

On a smaller and less chaotic scale, I've set up several closed, Internet discussion groups for associations with which I volunteer. They provide excellent forums for discussion between meetings or other get-togethers.

Perhaps biggest challenge is to create electronic mechanisms that actively draw out information, rather than just passively route it to participants. One way of doing this might be to set up groups in which requests for information are posted and answered.

While such a process might not work for some organizations, thrust behind it should work for most. That is, we can build effective communication systems when we start with a strategic approach, working backward from our objectives to things we will do.

In summary, even in chaotic environments, we can develop systems that lead to good communication, allowing us to get and give critical information.

Using our offsite sales reps example, you might decide to send a group email once a week, and in it provide information sales reps want. You'll also add information that you want to convey to them, especially information about benefits of targeting and margins.

In addition, you'll also call each rep individually once a month to review his or her personal performance. In these calls, you'll deal with their individual performance. You'll also ask about their particular needs and wants, and try to satisfy those needs.

As well as developing strategies and tactics, you'll also schedule some evaluations. Periodically, you'll sit down and ask yourself how well offsite people are targeting and what proportion of their sales come through high margin products.

If they're doing well, you'll stick to course you set earlier. On other hand, if performance doesn't meet your standards, then you could look at increasing number of contacts, and duration of each contact. Maybe you need to bring everyone into office once a quarter, while still maintaining your weekly group mailing and individual contacts monthly.

In summary, as number of offsite employees and service providers increases, pressure to develop plans to communicate with them will grow as well. To make most of this communication, start with strategic issues that define why you want to be in contact with them, and why they would want to be in contact with you.