ropriate skills and attitudes are trained to understand their own and other' role requirements, thePeople working on teams such as quality circles, project groups, or autonomous production teals accomplish the majority of an organization's work. However, some groups work like a dream team, appearing to accomplish miracles, while others generate nightmares. What makes the difference? The answer lies in appropriate group membership, structures, processes and training. If group members with appropriate skills and attitudes are trained to understand their own and other' role requirements, theyomplish the majority of an organization's work. However, some groups work like a dream team, appearing to accomplish miracles, while others generate nightmares. What makes the difference? The answer lies in appropriate group membership, structures, processes and training. If group members with appropriate skills and attitudes are trained to understand their own and other' role requirements, theing to accomplish miracles, while others generate nightmares. What makes the difference? The answer lies in appropriate group membership, structures, processes and training. If group members with appropriate skills and attitudes are trained to understand their own and other' role requirements, thelies in appropriate group membership, structures, processes and training. If group members with appropriate skills and attitudes are trained to understand their own and other' role requirements, theropriate skills and attitudes are trained to understand their own and other' role requirements, they can develop to collaborate without dysfunctional conflicts to achieve common objectives. However, firms have several paradoxes to manage.

One is that the cohesiveness that groups develop, when members value their association with one another and their common goals can promote enhanced satisfaction and extra synergy, but it can also reinforce resistance to change and underachievement if m