(FORTUNE Magazine) – DEAR ANNIE: Our department reorganized into project teams a couple of years ago. So far this approach is working fine, except for one thing. When a task is completed successfully (under budget and on time), the whole team gets credit for it. But when something goes wrong, one person--most recently, me--is singled out for blame. Is this the way teams are supposed to work? FALL GUY

DEAR F.G.: No, although doubtless many do operate this way. Says James P. Lewis, founder of the Lewis Institute, a consulting outfit in Vinton, Va., that specializes in helping companies build effective teams: "In plenty of places, people talk a good game about being a 'learning organization' and yet overlook a major opportunity for real learning to take place"--to wit, a detailed postmortem after each team project. "Apportioning blame isn't productive," notes Lewis. "What you want to do instead is sit everybody down and say, 'Okay, here's what didn't go as well this time as it might have. How can we do it better next time?'" Singling out one person as a scapegoat, Lewis believes, offers a fine example of how internal competitiveness stifles companies' ability to innovate by "discouraging people from taking risks. If any mistake or problem is going to be pinned on an individual, then everyone will try to do things the 'safe' way--which may not be the best way."

Turning errors or snafus into a learning experience can benefit other teams too. Lewis urges his clients to require that after each project has been evaluated, the results be disseminated throughout the company. That doesn't happen as often as it should: David Antonioni, who runs the project-management program at the University of Wisconsin-Madison's graduate business school, recently surveyed hundreds of team leaders across the U.S. and found that fewer than half (46%) regularly did post-project analyses of any depth. Of those, only 27% said they used what they learned to improve the next project; and of that 27%, a scant 13% said they shared their newfound knowledge with people in other parts of the company. "There isn't much an individual team member can do to change this," says Lewis. "It takes an effort on the part of senior management to turn things around." Senior management may need a little nudge, and you--perhaps with the help of some like-minded colleagues--may be just the one to deliver it. If you feel you need some expert backup, get hold of Lewis' latest book on building effective teams, Team-Based Project Management (Amacom Books, $55), and see especially chapter 13, "How to Improve Team Performance." Lots of great stuff in there.

DEAR ANNIE: My last place of employment was so horrible that everyone except the boss dreaded coming to work each day. I finally got fed up and quit on the spot, without notice. What should I say on my resume about my abrupt departure? SECOND THOUGHTS

DEAR SECOND: Nothing. "I am continually astounded by the self-incriminating things people put on their resumes," says Robin Ryan, a career coach in Renton, Wash. "Put nothing on there except the dates of your employment and what your job was."

Likewise, in an interview, do not talk about how you flounced out in a huff. If the interviewer asks why you left, a vague answer like "I felt it was time to move on to a bigger opportunity" is perfectly sufficient. "Avoid lengthy explanations or self-justifications," says Ryan. "Complaining about a former boss marks you as a 'problem employee'--and in any case, a job interview is not a therapy session." She adds: "If you're asked for references, don't give one from a 'horrible' situation. Pick people with whom you worked well--past bosses, former clients, vendors, former colleagues." Then, focus hard on why you think you'd be great at the new job, talk about that, and forget about the past altogether. "People in your situation are often afraid they'll never work again," observes Ryan. Not to worry: "If everybody who ever had a big fight with a boss were unemployed, there would be nobody working in America."

DEAR ANNIE: I have a co-worker who spends about five hours a day making and receiving long-distance personal phone calls, surfing the Net, and playing computer games. I've reported it to our boss, but he is too busy to notice that this jerk is still at it and is neglecting his job. Any suggestions? TICKED OFF

DEAR TICKED: If his goofing off is directly affecting your ability to get your own work done, you'd be justified in mentioning it to the boss (again). Otherwise, just mind your own business. People who waste this much time at work eventually sabotage their own careers with no help from colleagues. Why let this fellow annoy you, when chances are he won't be around much longer anyway?

DEAR ANNIE: My FORTUNE 500 employer is moving me across the country, and I'm having trouble selling my house at a high enough price to buy a comparable home in the new location. Will I have to take a loss? ALREADY HOMESICK

DEAR A.H.: I hope not. Go explain your problem to the people in human resources whose job it is to coordinate employee moves. Their generosity may surprise you. Runzheimer International, a relocation-consulting firm based in Rochester, Wis., surveyed relocation administrators a couple of months ago and found that 72% offer equity loans or advances to transferred employees to close the gap between the selling price of an old home and the purchase price of a new one, and 93% charge no interest on the loans. Good luck!