This document contains three papers on global team development. "Virtual Executives: A Paradox with Implications for Development" (Andrea Hornett), which is based on a case study exploring power relationships among members of a virtual team, demonstrates that members of a virtual team describe power differently for situations inside versus outside the team. Inside, the team's collaborative power innovates solutions; outside, the virtual team fails to survive continuous organizational conflicts. "Team Development and Group Processes of Virtual Learning Teams" (Scott D. Johnson, Jared V. Berrett; Chanidprapa Suriya, Seung Won Yoon, Jason La Fleur) reports on a study in which students enrolled in an online human resource development masters degree program were studied to understand how virtual learning teams develop and the processes and strategies used to accomplish team tasks in virtual teams. "Developing a Consulting Tool to Measure Process Change on Global Teams: The Global Team Process Questionnaire" (John W. Bing) describes the process used to develop The Global Team Process Questionnaire, which consists of 20 questions designed to analyze process effectiveness on teams and suggest ways in which ineffective or harmful processes can be reduced. All three papers include substantial bibliographies. (MN)