Dyer, William G., W. Gibb Dyer, and Jeffrey H. Dyer. Team Building: Proven Strategies for Improving Team Performance. San Francisco: Jossey-Bass, 2007. Print. The context refers to the organizational context. The larger organization surrounding the team must be supportive and provide the resources necessary. The composition must be well thought out. You need the right people on the team to do the work. The team shouldn’t be too large, or there will be social loafers, or those who do much less work than the others. The competencies of all of the members together must be such that they can manage conflict when it arises, keep themselves on task, and communicate with each other effectively. Change management skills refer to the idea that teams must have the skills needed to change their processes when their overall goals or surroundings change. The higher the interdependence, the more likely a team will be needed to perform the task. There are three levels of interdependence. Starting with the lowest, modular or pooled is when each team member works independently of the others, and their results are pooled into one common end product. Sequential interdependence is when one team member starts the process and the second member cannot complete his task until the first gives him the required information. This is more like a linear process. Reciprocal has the highest level of interdependence. This is when all information is shared and all decisions need to be made by everyone.