Changes in organizational structures, with less emphasis on bureaucracy, require new approaches to communication. One relatively new form of organization design is the "task force" or "project team" which is assigned to one specific short-term program, after which the team is dissolved and its members reassigned. A study of a project team in a research consultant organization was conducted in order to analyze its structure and methods of communication. Information from a questionnaire distributed to team members indicated, first, that they consider superior-subordinate relationships to exist for administrative purposes only and on a temporary basis, and, second, that decisions are made by both project leaders and individuals. Most of the interpersonal communication is by one-to-one conversations. The most important factors that "facilitate" their work are job autonomy (freedom from rigid supervision and freedom to make one's own decisions) and the availability of consultation and information exchange. However, a few team members felt that a lack of direction and control was a hindering factor, along with a lack of information about the project. These results indicate that in order to operate effectively a project team must allow its members to make decisions and conduct their own operations but must still provide a coordinator to insure the proper flow of information. (RN)