Daisy case

Daisy is a manager with more than 10 years of successful leadership experience.
She's been put in charge of a cross-functional team whose objective is to create a new way to package their company's products. She thought that she was prepared for this role, and she was really excited about working with such a diverse group of people. The trouble is, things aren't working out at all!

All of the members of the team are highly accomplished in their functional areas, so Barbara assumed she could leave them to their respective tasks - and then meet every so often to move the project forward. She does this with her regular team all the time, and they come back with excellent results. But that's not happening with this group.

Every meeting becomes an argument about which issues have the highest priority, and which perspective is the right one. In fact, every time people meet, there seems to be less progress than before, and people are obviously frustrated and de-motivated. Daisy thought that if she put together a team of responsible, highly capable individuals, they would be easy to manage. Instead, she feels as if they need one-on-one supervision to do even the smallest task.

In your opinion, why is Daisy having so many problems?