Effective co-operation, the author says, is the exception, not the rule, in most organizations. Managers talk a great deal about teamwork, but admit that getting employees to work well together is one of their biggest challenges. Failure to co-operate hurts all aspects of an organization by curtailing innovation, reducing product quality, slowing responses to customers, wasting resources, and jeopardising alliances. Drawing on extensive research and his consulting experience, the author shows managers how to leverage an individualistic drive for success, or "I-Force" - into a much more successful "We-Force". He also explains how to recognise and remedy the institutional barriers to co-operation inherent in most pay plans, communication systems, and corporate structures and goals.