With traditional environment, managers determine the plan and the work, the jobs are narrowly defined, cross- training is viewed as inefficient, and most of the information is “management property”, the training for non-managers focuses on technical skills, risk taking is discouraged and punished, everyone mostly works alone, the rewards are based on the performance of work, and the managers determine the “best methods”. With team environment, the managers and team members jointly determine and plan the work, the jobs require broad skills and knowledge, cross-training is the norm, most information is freely shared at all levels, continuous learning requires; interpersonal, administrative, and technical training for all, measured risk taking is encouraged and supported, everyone works together, rewards are based on individual performance and contributions to team performance, and everyone works to continuously improve methods and processes. Teams contribute to an organization’s effectiveness because they work for the quality of the work and how organized and well presented the project is. Some teams fail because of the lack of work they put into the project, the motivation of the workers, some teams have conflicts that are hard to resolve, no participation in the work, stubbornness in some of the team members, no clear vision of what needs to be done, failure to be personally responsible, power struggles, no clear identity upon themselves, and no good coaching or coaching