In our viewpoint, couple of most important internal factors which hampered the teams performance at

Medisys are: Misaligned Goals, Poor Communication.

Misaligned Goals: Without an effectively aligned team, its common for individuals to become frustrated
by the lack of their teams effectiveness. This is precisely what impacted the performance of Internscare
team. Functional agendas resulted in conflict of interests and improper assessment of the projects
priority. For Instance :

Valerie Merzs goals focused on the business side of the process and felt in line with Mr.
Beaumonts goal: launching Intenscare before other competitors product and keep Medisys
market share. However, her goals put pressure on the technical side of the process.
Jack Fogels goals focused on technical details of the product and had almost no consideration for
business goals.His goals interfered with Medisyss marketing and sales goals, which consisted of
getting ahead of competitors in terms of product delivery.
Dipesh Mukherjees goal focused on making sure that his software development outsource
proposal succeeded regardless of the overall goal of the process.
Bret OBriens goals partially aligned with Mr. Beaumonts goal of speeding product
development since Intenscares design limited the possibility of adding any extra features.
Karen Baios goal consisted of developing and implementing adequate testing procedures in
agreement with industrys standards. Nevertheless, her goals interfered with the rest of the goals
of the members since she had to approve the overall quality of the product.
The team lacked a Shared Purpose and Productive team norms and different visions became the focus of
individuals.
Poor Communication : Second, the team clearly lacked a clear strategy in terms of Communication and
Coordination. We believe, Mr. Beaumont did not perform a thorough assessment of the organization
structure or personality compatibility among members of the team. Few instances which exemplify the
aforesaid point are :

Valerie Merzs struggled to obtain information about the status of the project on a timely manner
from other team members The lack of information constrained her ability to assess the possibility
to predict the products launch date. Her frustration resulted in a negative demeanor e with the
rest of the team.
Jack Fogels one dimensional approach limited his understanding of marketing and sales issues.
He communicated well with technical savvy members: Bret OBriens, Dipesh Mukherjee, and
Aaron Gerson. Self Limiting Behaviour was clearly on display. Similarly, though Bret OBrien
had an open and honest communication with Jack Fogel about his concerns and status of the
project, he vehemently opposed Valerie Merzs product modularization proposal.
Team members avoided dealing with Karen Baios due to the nature of her role as she opposed
the idea of launching the product without meeting qualitys standards.
Distrust, negative attitude and Personal Agendas juxtaposed with lack of synergy in the team, impacted
the Actual Productivity of the team in accordance with the Team Performance Equation.
Actual Productivity = Potential Productivity +Synergistic Gain -Performance Threat
There were further motivational issues of Apathy and lack of commitment which impacted the
productivity further.