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Recent empirical studies of decision making in teams demonstrate that team structure and workload significantly influence team performance. In many operational environments, however, it is impossible to change these factors, even as a mechanism for enhancing team performance. Therefore, it is necessary to create training interventions that will optimize performance within existing team structures and workload levels. Several studies suggest that team processes are the most likely target for this type of intervention. The current investigation sought to develop a laboratory analogue of a common team structure (i.e., the “product team”) and to assess the effects of high and low workload on team performance processes within this structure. The results suggest that different communication behaviors facilitate effective performance under low and high workload.

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