Toshi, from Tokyo, had been with manufacturing in the Pharmaceuticals division for five years. He had significant experience working on prior best practices projects, but none of these projects succeeded. He was very tired during the meeting, and found it difficult to understand much of what was said. When Anja ask if he was able to follow the conversation, he replied, "Yes. Thank you." Thomas Dorfmann, Geneva-Based External Consultant Thomas had extensive experience working with Genizome and other companies on best practices sharing. He spoke with authority, but he also voiced some initial reservations about the project. He sat with his arms crossed for the entire meeting. Before the meeting, Mary heard from Alex Gordesky that Thomas was pushing within IT to have the project cancelled in favor of other projects in the queue. He expressed a keen interest in a new simplicity initiative. Anja also heard that Thomas worked with Mary on other projects. They had professional respect for one another. Some said even more.... This disturbed Anja, especially since she heard that Mary was already bad mouthing Anja as a poor choice for project leader. After the introduction, Anja spent the next hour walking the team through the project charter, and shared er thoughts about the key project deliverables. At the end of the meeting she asked if anyone had any ques- ons. Nobody did, so she felt confident to push ahead to risk management, detailed scope management, and signments during the second meeting scheduled the following week. On the train home that evening, Anja began to have some doubts about whether silence really indicated reement with her approach. Could she count on the team members' professionalism and support despite any ifferences they might have at this point? Would Andreas poison the team with his attitude? Above all, what could she do about Mary and Thomas