Kimberly Culmore, Mattel's Vice President of Global Creative for Barbie, needed a new toy that was part construction set and part craft kit. Culmore built a team from various departments, designers from research and development, model makers from production, copywriters from marketing, etc. and assigned them the task of developing the new toy. The 12-member team was freed from all other duties so they could concentrate on developing this new toy. During their first week together, members were exposed to different ways of thinking. One of the hardest things the group had to deal with was the lack of structure. It took participants nearly two weeks to realise that there washo schedule for their activities. The strength of the team lay in its members' abilities to build on each other's ideas and to trust one another. Mattel was able to make effective use of teams because: a. the group had a clear purpose b. rewards were available for individual performance c. the job could be done by individuals working independently d. the resources needed to create a new toy were not available e. groupthink provides valuable input