A German analyst is leading the meeting reading out exactly what had happened to cause the delay.  It included listing several missed stakeholder alignments and cost saving measures.  

Several analysts from Singapore that are part of the project team feel uncomfortable like they are being blamed for the delay. 

The tool has already been used successfully at other GF locations.

When he presented this plan to German engineers, he was surprised by many counter-arguments.

Eva struggles with Julia’s constant need for discussion and feels that she lacks problem solving initiative.  

Julia is frustrated with Eva as she makes decisions without getting the rest of the team's input.  It makes Julia feel that Eva is not getting the best solutions and setting the project up for success.

He was surprised his feedback to the team members from Dresden was appreciated and encouraged by management.

This is unlike his current team where work is just assigned and expected to be done without input. 

•How much diversity in work styles does the team appear to have?

•Do some members appear to be significantly different from the rest on one or more of the dimensions? In what way? How can that be leveraged as a good thing?

•Can you think of examples of how those differences or similarities show up in the team’s communication and interactions?

•If most members are close to each other on most dimensions, what might the team be missing?

The tool has already been used successfully at other GF locations.

When he presented this plan to German engineers, he was surprised by many counter-arguments.