This practice analysis focuses on a project arising from a training event provided for 15 geographically dispersed occupational therapists in England. They wanted to continue the collaborative opportunities afforded by spending time together and it was suggested that an online space might be useful. Although enthusiastic about virtual teamworking, the therapists did not engage meaningfully with the online space. This unsuccessful outcome has been analysed in relation to three of the five paradoxes inherent in virtual teams, resulting in an understanding of the reasons for the project's failure and suggestions for others undertaking a similar initiative.
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