| This applied dissertation was designed to evaluate how well standard team-building training applied to multifirm teaming arrangements. The majority of the team members who responded to the questionnaire to evaluate the training against the reality of the environment were critical of the value of standard team training when team members are not of the same firm. However, the employees saw and experienced the benefits of their team training in other than the multifirm arrangement.; The evaluation strongly indicated that the normal underlying principle for teams that a win-win scenario is desirable may not be possible in the multifirm teaming scenario. Although the term team is used to discuss the arrangement, the actual multifirm environment, according to the respondents, is not that simple. The competition for resources by members indicated that more is needed than team training to prepare for such an arrangement.; The results implied that standard team training was sufficient in the normal environment. Also, the steps taken in selecting the member firms with whom to team and the development of a strong covenant may yield the greatest potential for success and satisfaction by the involved team members. However, although current team-building training should continue, a 2nd training program should be developed for multifirm teaming arrangements. Finally, the study concluded that strong leadership is needed for multifirm teaming arrangements that may be best supplied by the contracting official rather than the contractors themselves. |
