CASE STUDY - George, the Project Manager

George is a project manager for a building society and during his 20 years of professional experience, he has followed many teams.
In the case of certain teams, the understanding between the team members seamed almost instant, and after briefly agreeing on everyone’s role, the work started immediately with satisfaction and success. This is not the case of his current team. When this project got started, George’s approach as Team Leader was his usual one: explaining the specifics of the project, supporting common knowledge amongst the members of the team, sharing the rules of cooperation… But from a while, the team has seemed to be stuck in unproductive arguments. George can’t explain to himself what has happened.