The need for learning organizations, companies that develop the personal skills of their employees in order to reap the harvest of greater employee involvement, has been widely canvassed in recent years. Yet employers are still unsure how to achieve changes in attitudes that will help create a genuine partnership between employers, managers and providers of teaming. This study demonstrates how organizations can overcome the barriers that prevent teaming taking place. It explores the new attitudes, skills, knowledge and personal qualities required by global strategies, diversification, new technology and de-centralization. It highlights the many opportunities for teaming often overlooked by company trainers - including cross-boundary working, secondments, projects and assignments and outdoor training - and show how these can be integrated into the formal training strategy.