behaviors may be even more important when teams pursue multiple goals. Outcomes The overall output or outcome is the result of the team processes and is conceptualized in a multidimensional way. Outputs can occur at different levels: the individual, group, unit, or organization. Output is usually defined by the degree to which a goal is reached. Although a positive team outcome is often considered to be the main aim when teams are formed, it is difficult to define the components of "team outcome". Often, this term is used synonymously with measures of performance or effectiveness. Team effectiveness research has traditionally followed the input-process-output (I-P-O) tradition. Inputs, such as composition, structure, task, and organizational context, impact team processes and outcomes associated with team effectiveness. However, a closer look at several team models shows that performance or effectiveness is not necessarily the target. Measures of satisfaction, commitment or absenteeism can be equally important. Group outcomes can occur at the individual, group, or organizational level and can be related to each other. The following distinction can be made between three measures of team outcomes: Measures of performance effectiveness assessed in terms of quantity and quality of outputs, e.g. efficiency, productivity, response times, quality, customer satisfaction, and innovation, Member attitudes, e.g. employee satisfaction, commitment, and trust in management, and Behavioral outcomes, e.g. absenteeism, turnover, and safety. There is a distinction between performance outcomes (performance quality, speed of solution, number of errors) and other outcomes (member satisfaction, cohesiveness, attitude change, sociometric structure). In light of this, three criteria should be utilized to evaluate group outcomes: 1) the result of the groups’ work, i.e. quality or quantity of the output, 2) the willingness and capability of the group to continue working together in the future, and 3) the individual consequences of the collaboration, i.e. satisfaction, and physical and mental health. Operationalization Levels of conceptualization, measurement, and analysis have tended to be either ignored or to be treated simply in much of the research on team composition. The considerable use of averaging or utilizing additive models to guide the aggregation of individual characteristics to the team level suggests a very limited conceptualization of the compositional construct at the higher level. Such issues are critical for developing a sound understanding how team member attributes combine to form higher-level constructs and must be carefully articulated. Well-defined models of emergence need to guide the representation of individual-level characteristics at the