Based upon research in an alcoholism treatment organization, the study explores the impact of interdisciplinary team treatment on organizational participants and structure. The findings suggest that alternate organizational arrangements are necessary for organizations which use the team method. The implications of team treatment for professionals were confounded because of power relationships within the organization. Role bargaining between professionals was observed to be virtually non-existent because of the dominance of a single discipline. A surprising finding was the extent to which supervisory personnel were disadvantaged in the study. Caution is suggested for those organizations most likely to adopt the team method, large public health organizations.