Management often rushes to form work teams without considering how the behaviors needed for effective teamwork differ from those needed for effective individual contributions. Team members may receive little or no training to ensure that they can perform the required tasks and achieve the goals set. NASA takes the opposite approach. Perhaps more than any other organization, NASA understands that training comes before effective teamwork. Before astronauts are sent into space to live in a community at relies heavily on teamwork for survival, NASA has them working together every day for a year or two to become a team. They share office space, spend countless hours together in flight simulators, and rehearse everything from stowing their flight suits to troubleshooting malfunctions. Formal training in procedures is part of the experience, but it isn't everything. NASA realizes that teamwork training also involves helping teammates get to know each other and develop confidence in each other. Most organizations can't afford to give team members a year or two of training before teams begin working on their tasks. They look for quicker ways to achieve the same objectives that NASA has for its training programi The three main goals of most team training programs are to develop (1) team cohesiveness, (2) effective teamwork procedures, and (3) work team leaders. For some teams, such as airline flight crews, team members may also need specialized training to ensure that they respond appropriately to rare and unexpected events, such as equipment failure, when lives are at risk.” Organizations that invest resources to train teams can increase both team and organizatlion effectiveness.“