The difference lies in the "I" in the team. 
This means the difference lies with every individual and their relationship within the team.  
Am I involved?  Am I heard?  Do I help?  Do I have a role or place?  Do I know what I am supposed to be doing?  Can I be myself and do I have space to be?  Am I accepted?
In other words, the inter-relation of each individual to the rest of the team, as well as of the rest of the team to each individual.  As a member of a group, have you ever thought about these questions yourself?  This critical relationship is a major determinant to the effectiveness and productivity of any team, as well as the level of satisfaction of its members.  It is also most often the issue causing the greatest workplace- related stress.

The relationship between 'I'  - as an individual  - and 'We' - working in a team - enters and moves through a number of interesting phases, from the birth of the team until that team starts to become highly productive.

From We... to I... to We again

Think about when you first became introduced to a new group, and the thoughts and priorities foremost in your mind.  Most people are pretty nervous and unsettled: everything and everyone is new to them.  Unfamiliar.  Uncertain.  This produces some anxieties and fears, most of which are kept hidden and managed by exercising friendly "neutral" behaviours and manners.  Those which we have learned and can rely on to get us through our lives, and provide us a level of acceptance from others and inclusion in a group.  For some, it can be joking around.  For others, finding commonalities and interests.  For still others, it can be doing something to help.  This is us all presenting an 'I' that  demonstrates a desire to be included and integrated as quickly as possible.  In other words, an 'I' that desires to be included with the 'We'.  Newly formed teams often show these ritual behaviours, and use laughter as an important communication symbol for "we are together as one".
After some time working together however, the joking around tends to run out of steam, and individuals start to acknowledge and account for some real differences that exist between themselves.  The 'I' develops a desire to express itself more and more over the 'We', judging others by their own actions and behaviours.   What I think and do is more important than before, because now I see and understand more about the team I am part of.  I am more prepared to say what I feel and to establish my differences.  My ideas and decisions have more importance and relevance, and at the same time I find other's more difficult to consider and accept.   This is a healthy and natural cycle for an individual and essential for the long-term strength of any team, as the qualities and preferences of each member are realised and accounted for.
But if these reactions are not be managed carefully and properly, a team can find itself locked in an internal struggle that may eventually seriously disrupt its overall productivity.  This is because the energy and focus of the team members gets side-lined by issues over the 'I' that are too tough to resolve.  Members can opt to cease communications with others, or even recruit support from within the team to usurp balance.  Many teams do not survive this situation, and in many cases members quit and exit the team, losing valuable resources and knowledge.
Yet if this situation is managed well, 'I' finds its place within the 'We' of the team again, and as a result the team reaches new heights of productivity and performance.  By allowing each individual a place, role and right within the structure of the team, so develops each individual's qualities as a key resource to the team.  'I' no longer have to demonstrate my individual-ness and difference because the others acknowledge me and recognise my usefulness to achieving results.   'I' grows and embraces 'We'.
Just how a team manages this delicate relationship between 'I' and 'We' is the grounding for team- building programs.  By providing safe situations to apply themselves to an activity, members have an unique opportunity to consider the reactions and decisions of both themselves and others, as well as learn new more constructive behaviours.
Bushlab recognises the importance of introducing an awareness of each 'I' in the team, and provides vivid opportunities to manage this awareness towards a stronger establishment of the 'We' in the team.  In a conducive environment, the art of building a team of 'I's to 'We the team' is achieved with resounding improvements back at the workplace.