The workplace, social organizations, educational institutions, and community groups all use teams to accomplish projects and goals. The teams' environment determines whether these projects and goals will be achieved efficiently. As companies and organizations continue to restructure work teams, the need for disagreement resolution training will grow. Does the disagreement stem from differences between players on the team? When individuals come together as a team, do their differences in power, values, and attitudes contribute to disagreements? As team players, are individuals able to express their opinions, present their ideas, listen to other ideas with an open mind? , respect and ability to cooperate with other team members? The intent of this proposal is to examine what causes disagreements in the undercurrents of an organization's team player, workplace, educational institutions, and community groups. Identifying team player undercurrents and understanding the positive and negative outcomes that can occur due to disagreements between team players in the environment. Being known as a great team player is good for each individual's character. Keeping promises, delivering timely high-quality results while meeting deadlines on projects, goals, and maintaining positive interactions with colleagues, supervisors, and clients are all good individual and team behaviors that will enrich the character of a team player. It is the responsibility of all players on the team, and especially team leaders, to ensure that the environment promotes open dialogue and support. According to Bayt.com (2008) “Clear and effective communication is a requirement for team success.” Team leaders have the added responsibility of trying to… middle of paper… User Guide. Team Performance Management, Ji, H. S., Hollenbeck, C. R., & Zinkhan, G. M. (2008). The value of human warmth: Social presence cues and computer-mediated communications. Lin, C., Standing, C., & Liu, Y. (2008). A model for developing effective virtual teams. Decision Support Systems. Linkow, P. (2008). Addressing the challenges of a dispersed workforce: managing language, culture, time and place. Pantelli, N. & Chiasson, M. (2008). Exploring virtuality within and beyond organizations. New York: Palgrave Macmillan. Stark, E. M., & Bierly, I., P. (2009). An analysis of predictors of team satisfaction in product development teams with different levels of virtuality. Thomas, D. & Inkson, K. (2009). Cultural intelligence; Live and work globally. Weisband, S. (2008). Remote leadership; Research in technology-supported work.