These days Indira wears a worried look. And it's her team members who are the cause. She often wonders whether her team members even know each other.

They don't acknowledge each others' presence, avoid eye contact to discard any conversation that may ensue, forget any meaningful work related dialogue.

People don't seem to feel the need to interact even with those colleagues in outstation offices.

As a result, they feel left out from the hub of action and are also showing casual attitude towards work. All this has begun to take its toll on the amount and quality of work.

Indira fears that if this continues, top management may soon pull her up. What's gone wrong.

This is a oft-quoted challenge that many organisation face in this virtual world. What's needed is a bit of introspection and some quick initiatives:

As a leader, try connecting with one and all. Arrange more frequent meetings, formal or informal. Give your team members reasons to connect.

Figure out who stands where in the organisation. How each one of them plans to take things forward. Ask them if it helps to co-ordinate , if there is a better way out than working alone.

"Changing seat arrangements could also help, their capability to interact may also go up," says, S Y Siddiqui, managing executive officer, HR, IT and Finance, Maruti.

Informal meetings will help them know each other better.

They may connect for common interests—music , literature, sports, which in turn will help you get the right connect at organisational level too.

Get people to work together, give them a common goal to achieve.

"There should be equal division of responsibility , but the performance should be mutually depended on participants," says N S Rajan, partner and national head, Human Capital Practice, Ernst & Young, India.

It will help them to know how they can complement others and work as a team.