Studying 40 branch offices of a large brokerage firm, the investigator attempted to develop a framework for theoretically and operationally defining the concept of interdependence in organizations. After defining task, position-role, social, and skill interdependence, the author explores the consequences of differentiation in terms of the well-being of employees and the performance of their groups. He found that the correlation between the modes of interdependence was weak or negative. (Author/DW)