The idea of teams has been used in business for so long it's hard to remember the concept started with sports. Over the years, teamwork in business has evolved into its own approach far removed from its athletic roots.

In the sports world, baseball teams play often exciting games that people pay to watch. In the business world, teams rarely play -- it's all work, much of it frustrating and time consuming. Certainly, no one would pay to watch. However, some individualistic employees would gladly pay to opt out of team projects.

To see what business can learn from baseball, we spent time at training camp with the Washington (Pa.) Wild Things. The Southwest Pennsylvania-based team is a member of independent professional baseball's Frontier League. "Baseball with a new attitude" is the team slogan. It set attendance records in its inaugural season in 2002 and, among several honors, was named "2002 Frontier League Organization of the Year."

Kent "Teke" Tekulve, legendary Pittsburgh Pirates relief pitcher, now director of operations for the Wild Things, notes that baseball teams face greater pressure than those in business because outcomes are instantly visible. "After all, if we make a mistake or don't play well as a team, there are thousands watching," he says.

Your business team may not be performing in public with fans loudly critiquing every move. But eventually, there is a score -- the success or failure of the enterprise -- so you want to field the strongest team possible. But don't panic. We've got the bases covered. The following are the top five lessons that business managers can learn from baseball.

In the months before its initial training camp, the Wild Things organization scouted for players with the right blend of talents. The best team doesn't consist entirely of superstars. Mr. Tekulve says, "Not everyone is a star. When we are putting our team together, the best 22 talented players don't make the best team. There is always a time in the season when you need the player on the bench, the guy who is flexible and ready when needed."

Like baseball managers, business managers need to balance the contributions of the superstars with strong bench players. "We also look at intangibles," says Wild Things field manager Jeff Isom. "What else does the player bring to the table beyond the batting average? Does he play a good defensive game? Does he get along in the clubhouse? Does he interact with the fans?"

The same advice applies to fielding a team in the business world. Most projects need a wide range of skills, from a knowledge of the company's history and technical skills to an understanding of the customers and the available corporate resources. And a team attitude is always important.

So when it comes time to draft members for your teams, resist the temptation to "send in the clones." As in baseball, it takes a mix of players with varying talents to build a winning team.

Sometimes, "when you're standing in the outfield," says Wild Things catcher Josh Loggins, "the innings get long, and you don't realize if there is one out, two outs or what the [pitch] count is." In these situations, a player can lose focus, resulting in mental errors that can put a team behind in the game.

Business managers face similar challenges. Team members may lose sight of their original goals, become burdened by minutia or get distracted by side issues. It's a good idea to periodically re-visit your objectives, says Carol Diroff, senior instructional designer at Ford Financial, a unit of Ford Motor Co. in Detroit. "Ford Financial is a firm believer in using team charters to give teams clear-cut directions. Team members, stakeholders and managers sign off on the charter to ensure everyone has the same understanding of the goals."

In baseball, while the goal is clear at the start, tactics constantly shift as the situation on the field changes. Most business managers face this challenge of leading in an environment where change is constant. A good baseball manager always watches the action on the field and signals players immediately when they need to change strategies and refocus. There is no waiting until the next weekly meeting, no delay while preparing a detailed communication plan or PowerPoint presentation. In baseball and business, effective managers quickly spot the need for change and get the message to the team.

At Falconi Field, home of the Wild Things, the scoreboard gives every player, coach and fan an instant status report. During training camp, of course, the scoreboard was blank while batters hit, pitchers threw and outfielders snagged fly balls.

When the scoreboard is on, it provides continuous feedback. The scoreboard not only shows who is winning, but also suggests strategy. "When I'm hitting, I'm going up to the plate knowing what the situation is. I understand where we are and what needs to be done," says Mr. Loggins.

When business managers struggle with a lack of urgency on the part of their team, it could be that the scoreboard is off, and team members don't feel the game has started. Just as in baseball, business managers would do well to select and post a few critical measures, visible to all, easy to understand and updated in real time.

Alcoa Inc. is increasing its use of visual measures to improve performance in its world-wide alumina operations and U.S. plants. At a refinery in Sao Luis, Brazil, managers use large billboards that resemble baseball scoreboards to keep its team members focused on important measures.

"Operators can use the visual boards like a scoreboard," says John Marushin, director of Alcoa Business System in Pittsburgh. "They can view data in the moment -- and then immediately act on it."

When the Wild Things played the Cook County Cheetahs, the umpire kept the game moving, made split-second decisions and enforced the rules of fair play. In contrast, business managers often find their meetings move slowly and even run off track as participants ramble on, interrupt or engage in other unproductive behavior. Business teams often need an umpire.

It's important for teams to have rules -- and to sanction those who break them, says Ralph Kilmann, a Newport Coast, Calif.-based consultant and author of "Quantum Organizations: A New Paradigm for Achieving Organizational Success and Personal Meaning" (Davies-Black, 2001). He recommends having someone watch the team's progress and provide feedback to keep the team focused on the goal.

Is it ever appropriate for business teams to eject someone from the game for unsportsmanlike conduct? Dr. Kilmann says yes, especially when a team member continues disruptive behavior despite repeated warnings and sanctions. "Expulsion from the team [should include] the explicit reasons why -- orally and in writing. Incidentally, these guidelines should be discussed and modified by the group members prior to any group project -- so all know the rules and expectations."

Every player on a team has a job to do, and every performance counts. "We don't carry players because we like them or they look good in the uniform," says Mr. Tekulve. "If you're a member of the team, you have to carry your own weight."

Good coaching -- in baseball and business -- requires accurate assessment, judgment and timing. "Everyone has bad games, from the greatest superstars to the inexperienced players," says Mr. Tekulve. "As a coach, you have to understand your players. Certain players need a kick in the rear end. Others need a pat on the back. Other players do best when left alone. As a coach, you need to know what to say and when to say it -- or if to say it."

Team members need to learn from failure and success. Mr. Isom likes to remind players that a hitter who bats .330 is still failing 66% of the time. "You have to let them know that failure can happen and that you have to learn from it," the field manager says. A coach can help a player examine his errors and make required adjustments. The same should be true for members of your business team.

It's also important to praise successes so players can learn from them as well. "It's easy to be critical, but it's important to remember to tell them when they do something well. It doesn't take much. A guy makes a good catch and you say, 'Way to go! Way to go! That's the way you're supposed to play this game,' " says Mr. Tekulve.

It's time to leave the ballpark and go back to work with a new game plan for building and managing your team. The crowd is roaring, and your team is ready to take the field. Play ball!