IntroductionThe change that has taken place in the workplace in any organization today has important implications for the skills that will be critical to an individual's success in an organization. This change involves a greater emphasis on the group or team. Many factors are driving this change. Technology is a primary force as tasks have become too complex to tackle alone. Additionally, competitive forces have led many organizations to flatten the organization by reducing the number of middle management levels. Shifting authority and responsibility to the lowest level allows teams to take control of functions that were previously performed by management. On a macro scale, as organizations involve multiple companies, multiple industries, and multiple countries, new and complex issues are evolving that rely on numerous interdependent groups with decisions made by teams made up of members of these various groups. Even without these forces, others have found that harnessing the potential power of the group can have a dramatic effect on productivity and job satisfaction. Today, most organizations embrace the concept of teams. Teams have become the central unit in many organizations. This is partly based on the fact (and supported by research) that teams are more effective at solving problems and learn more quickly than individuals. When it works well, groups or teams can improve problem solving and creativity, generate understanding, acceptance, support and commitment. It can also improve morale, provide an outlet for affiliation, increase self-esteem, and build buy-in and confidence. A team is defined as a small number of people with complementary skills committed to a common purpose, specific performance objectives, a common working approach and mutual accountability. Teamwork is important when problems and decisions involve highly uncertain, complex and important and when the potential for conflict is great. Situations where widespread acceptance and commitment are key will require teamwork. Strengths of groups as problem solvers • diversity of problem solving styles and skills • greater knowledge and information • greater understanding and commitment • tends to be focused Weaknesses of groups as problem solvers • use (sometimes waste) of resources organizational • pressure to conform • individual domination; possibility of "scoring points" • diffusion of responsibility • diversity of points of view, objectives, loyalties • too quick to "solve" (not analyze) the problem Skills needed for teamwork For successful teamwork, a variety of social skills. These include: • Listening: It is important to listen to other people's ideas. When people are allowed to express their ideas freely, these initial ideas will produce other ideas.