First, project managers need to be aware that there is a potential downside to a highly cohesive team and be able to recognize the symptoms associated with the pathologies described in the chapter. Second, they can take preemptive action to reduce the isolation of the team by encouraging the maintenance of ties with the rest of the organization as well as with other project stakeholders. Third, they can personally reinforce the connection between the project and the mission and policies of the parent organization. They can also encourage functional conflict and discourage the group from developing a "holier than thou" attitude. They can also use the nominal group technique to encourage the surfacing of dissenting opinions. Finally, they can hold formal team-building sessions to identify and eliminate dysfunctional norms and refocus the team's attention on project objectives