This document contains two papers from a symposium on enhancing team performance. "The Impact of Organizational Sub-Cultures on Information Sharing: A Manufacturing Company's Dilemma" (Toni Powell) reports on a qualitative study that examined the subcultures of a company involved in significant change and noted the effects of conflicting values on the organization's information-sharing network. The study identified three themes reflecting the stages through which managers and workers in the subclasses began improving their information-sharing system: conflicting values, unlearning, and reframing cultures. "Team Learning Consultation: Pilot Study of an Alternative to Process Consultation: (John Redding, Laurel Jeris, Jeanne Connolly, Michael Moran) explains how a study that explored team learning consultation as an alternative to process consultation to guide team-based interventions accomplished the following: obtained preliminary evidence that the team learning consultation model offers a practical and usable template for enhancing team-level training; suggested that increased preparation, training, and support of both team members and team learning consultants may be needed for full realization of the framework's potential; and identified typical team responses to the team learning process and the implications of those responses for effective deployment of the team learning consultation model. (MN)