This document contains three symposium papers on learning and working in groups. "Collaborating in Public with the Opposition: A Study of the Complex Meaning of Learning in a Cross Boundary Work Group" (Marjorie H. Carkhuff) reports on a study demonstrating that great personal, professional, and team member learning is foundational to the work experience and reciprocal to collective team and organizational learning. "Designing Dispute Management Systems" (Douglas A. Benson) argues that, although individuals cannot eliminate change or the conflict that results from change, they can choose how they handle conflicts and develop properly designed dispute management systems offering maximal organizational assistance for the mutual benefit of all stakeholders. "Application and Test of a Model of Team Effectiveness to Self-Managing Interdisciplinary Psychiatric Treatment Teams" (Reid A. Bates) discusses a study of a causal model of self-managing team performance that supported the hypothesized model and yielded the following findings: (1) team design factors (including task clarity, shared team mission, and leadership support) positively influenced work process; (2) interpersonal process factors did not influence work process; and (3) work process was a significant predictor of team performance. (MN)