 So, do people’s choices seem to reveal team-centred preferences? Standard examples, including Bacharach’s own, are drawn from team sports. Members of such teams are under considerable social pressure to choose actions that maximize prospects for victory over actions that augment their personal statistics. The problem with these examples is that they embed difficult identification problems with respect to the estimation of utility functions; a narrowly self-interested player who wants to be popular with fans might behave identically to a team-centred player. Soldiers in battle conditions provide more persuasive examples. Though trying to convince soldiers to sacrifice their lives in the interests of their countries is often ineffective, most soldiers can be induced to take extraordinary risks in defense of their buddies, or when enemies directly menace their home towns and families. It is easy to think of other kinds of teams with which most people plausibly identify some or most of the time: project groups, small companies, political constituency committees, local labor unions, clans and households. Strongly individualistic social theory tries to construct such teams as equilibria in games amongst individual people, but no assumption built into game theory (or, for that matter, mainstream economic theory) forces this perspective (see  Guala (2016)  for a critical review of options). We can instead suppose that teams are often exogenously welded into being by complex interrelated psychological and institutional processes. This invites the game theorist to conceive of a mathematical mission that consists not in modeling team reasoning, but rather in modeling choice that is conditional on the existence of team dynamics.