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Recent changes in the traditional organization of many oil and gas companies has been caused by several factors. In an era of fluctuating oil and gas prices, an increased emphasis on profit margins, finding and development costs, producing expenses, and optimized exploitation of producing properties have been of major importance. Utilization of integrated data base systems and networked, interactive workstations has provided efficient access to the data needed to effectively problem solve and evaluate projects incorporating geologic, geophysical, production, land and economic inputs.

The utilization of computer enhanced team technology is playing an increasingly important function in providing the efficiencies, quality, risk-reduction and results needed for success in the 1990s. An effective blend of hardware, software, teamwork with skilled professionals and a task focused work plan has proven to be a dynamic combination. The impact and results of this methodology may be documented in many exploration, development, and reservoir management examples.

Removal of traditional organization structures and boundaries facilitate the development of networks that enhance creativity and innovation. Hierarchy, command, and control are replaced by coordination, communication, and co-operation.

The full potential of computer enhanced team technology has yet to be fully realized. Rapid development and growth of this mode of operation has caused ramifications to the management of our human resources. Our industries’ existing method of training, career pathing, recognition and compensation require a thorough reevaluation.

A revised definition of “career success” must be established as layers of-management are stripped away and interdisciplinary teams proliferate. The new image of

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