Executive Summary This paper analyzes the importance of effective team coordination in disaster relief efforts. This analysis is done within the context of how different teams helped in the relief efforts of the 2004 tsunami disaster. Comprehensively, this paper establishes that teams need to be properly motivated, have a predetermined structure of conflict resolution and have an open communication culture as important determinants to team success. Evidence is given of how different teams can achieve team success through effective coordination and the proper deployment of resources for relief efforts. Finally, recommendations are given to explain how team performance can be improved. Introduction Teamwork is an important component of project management. Different activities require effective coordination between team members for the effective completion of team tasks. More so, the importance of teamwork (in mitigating the effect of world disasters) cannot be overemphasized enough. However, the main problem in implementing effective teamwork activities is team coordination. This paper analyzes this problem in the context of the 2004 tsunami, which hit several Asian countries including Thailand, India, Sri Lanka, Indonesia and other parts of Southern Asia. Several issues will be analyzed, including how to motivate disaster relief team members, how to encourage open communication between team members, how to resolve conflict among team members, how management should monitor the performance of the team members (viz-a-viz the laid down objectives) and how to improve the overall performance of the teamwork process. This analysis will be done sequentially. How to Motivate the Disaster Relief Team Members Business Link (2012) “The way your employees feel about their job and their workplace determines how motivated they are. There is a clear link between job satisfaction and productivity” (p. 1). Several methodologies can be used to motivate disaster relief teams. Most of the strategies adopted by managers in motivating team members are covered by human resource theories. A simple strategy that can be used to motivate team members is setting clear objectives (Business Link 2012). Here, every team member is required to be accountable for their task, but role delegation should not be tolerated. Team members who are keen on completing their task will find this strategy highly motivating. Another strategy that can be used in motivating disaster relief team members is offering rewards and incentives for team members who have completed their tasks (Business Link 2012). This strategy has been cited in many human resource theories, including Maslow’s hierarchy of needs. It is also known to be highly effective. The ranges of rewards that may be included in this strategy vary from monetary rewards to non-financial rewards such as recognition and acknowledgment. Bonuses and trips are also other examples of rewards and incentives that can be presented to team members to motivate them. Team member appraisals can also be included in the category of rewards and incentives because such an initiative appreciates the input of the team members. Such a strategy should, however, be practiced in the context of positive feedback for employee motivation to be realized. Through this understanding, it is also important to highlight the importance of employe