Impediments to team building in professional organizations are discussed, such as certifications, generic titles, and language. The paper examines organizational impact of high-level but yet subordinate professional positions and paraprofessional jobs. In designing a team management curriculum, the Center invited all prospective members of the jury management team from several courts. Seating was arranged around a large open square, and judges were seated next to deputy clerks and clerks from other courts through preassigned seating. No outside speakers were used, and the seminars were divided into discrete subject areas using a format that promoted the exchange of ideas and practices. The paper describes other tactics used to erode the hierarchical communication barriers, such as small group sessions and informal receptions. Follow-up activities are discussed, as are comments from participants on the seminar's impact. Program design elements and logistical considerations to promote team management training are outlined.