Introduction: Part I of the oral presentation briefly described the literature and methods employed to develop an expanded flowchart of team cohesion or “Team Synergy”. The purpose of Part II of the oral presentation is to discuss the new distinctions that arose from the data, the development of the model and the implications to the practitioners. Review of Literature: The review of literature will be described completely in Part I of the oral presentation. Methods: Overview: Pilot studies were done to identify elements to pursue in the study of team cohesion. Qualitative studies were then conducted, and the data from those studies were compared to existing models of team cohesion. A flow chart of team synergy was created. Interviews with experienced coaches were then conducted to triangulate the data that arose from the qualitative studies. Qualitative interviews and further review of literature in the areas of music, medicine, industrial psychology and physics were then used to complete the new model. The methodology will be described completely in Part I. Results: High-level flow charts evolved from the data and the review of literature. The new model was built within the existing linear model first described by Carron (1988). This model consisted of three elements: inputs, throughputs and outputs. Within this model the four phases of group development (storming, forming, norming and performing, Tuckman, 1965) were placed and further described. This was further described by individual developmental needs and compared to Covey's model (1990) (The complete flowchart and an expanded explanation of the project has been sent to the IOC). The last layer of the high-level flow chart consists of elements that arose from a blending of the data and the literature. They are Individual Identification, Group Identification, Group Adaptation and Optimization. During the individual identification stage, team members are laying out their own territories and sizing up the talents and abilities of their teammates. In the group identification phase, the team leadership establishes the mission and strategies for accomplishing the mission along with member expectations. In the group adaptation phase, members of the team adopt their roles and learn to function as a unit. Finally, in the optimization phase of the team development, the members have achieved a level of confidence in the mission and strategy, their abilities and the abilities of their teammates to move to a level of “ego transcendence”. At this level there is a heightened awareness of nonverbal communication and entrainment occurs, allowing individual egos to fade away and the team members to access a group raised consciousness (Jung, 1971, Leonard, 1978, Sheldrake, 1981, Brenner & Tanner 1987, and Schrader & Fischer 1987, Schultz 1999). Discussion: In the research on team cohesion there is much descriptive data, but no explanation is provided as to how, why or what is the best way for teams to become cohesive, or to optimizing cohesion (Widmeyer et al in Horn, 1992). One of the benefits of looking at the domain of music, psychology, medicine and physics is the ability to takes pieces of understanding from each area and start to compose a picture of the how and the why. In music, it all started with keeping the beat or getting all the members of a musical group to play in a synchronized fashion. Everyone is not playing the same note; rather they are playing in harmony. This concept of playing in harmony is also occurring in sport and in fire fighting. Analysis of music led the research down two paths, understanding frequency of vibrations in communication and understanding entrainment and how it operates in humans. Frequency of vibrations has to do with heightened communication on a verbal and non-verbal level. This led to consideration of quantum physics. Entrainment, which has to do with bonding and blending talent to create more efficient behaviors, led to consideration of fractal patterns and chaos theory (a brief explanation of the implications of these theories within the context of team synergy was included in the expanded paper that was sent to the IOC). This new model and the distinctions illuminated by this project can start researchers down a new path to create studies to examine entrainment in group settings or conduct qualitative interviews to test and refine the model.