Video conferencing is being touted as a potential way of helping organisations meet the challenges of reducing costs, enhancing productivity and minimising environmental impact.

Cisco Systems, one of videoconferencing's biggest evangelists, recently commissioned business psychologists Pearn Kandola to look into the psychology of video communication.

The research, presented at Cisco Networkers 2009 in Barcelona, attempted to answer questions about the role of video in effective business communications, and to identify the skills and best practices needed to make the most of the technology, and the potential barriers.

The study found that, compared to traditional voice or text-only communication, video can help to reduce the effects of culture and personality clashes. However, it can also heighten anxiety and self-consciousness, meaning that businesses need to help employees develop the right skills to make the most of these tools.

"Over the past decade a lot of acquisitions have occurred and a lot of organisations have globalised, meaning that they have offices that cross many cultural and geographic boundaries," said Stuart Duff, head of development at Pearn Kandola, and leader of the research team.

"Video is a key enabler to enhance collaboration between team members who are geographically separated, as well as customers around the globe."

Another recent report by Cisco into remote and mobile working predicted that there will be more than 900 million mobile workers around the world by the end of 2009.

The research also revealed that trust is the single biggest factor when it comes to leading remote teams, and that technologies such as videoconferencing can help to keep teams in close contact and build trust between geographically separated groups.

Pearn Kandola uncovered some early research into how humans communicate, which was published in 1971 by Albert Mehrabian from UCLA after a 10-year study. The research revealed that only seven per cent of our understanding comes from pure words, and that 40 per cent is gleaned from the tone of the voice and 53 per cent from visual cues.

There is some debate as to the accuracy of these percentages, but the consensus is that much of our intonation is non-verbal. "If you don't have visual cues, you may be denying yourself half the opportunity to communicate messages," said Duff.

The researchers also found that meetings generate a far stronger relationship bond when there are visual cues available.

"This may seem obvious, but the biggest difference was made by subtle things like nodding and smiling which shows attentiveness and gives encouragement," explained Duff.

This is reflected in telephone conversations or conference calls, where participants often get distracted, and lose attentiveness and engagement. However, the same factors can also work against videoconferencing by raising self-awareness and making some people anxious or concerned that they are under scrutiny.

"In a phone conversation a pause can mean any number of different things, such as disagreement, boredom, reflection or even agreement. But with visuals added it immediately becomes clearer what a pause means," said Duff.