In the case of the FIS project team there were several underlying problems that ultimately caused the company enormous problems with its client. The group failed to display the characteristics that showed they were working as a whole team. Further compounding the problem was an issue with the immediate leadership from the project manager and the team leader. These problems caused the group to lack cohesion and were at the root of the company providing substandard work to the client as well as damaging the company’s reputation. We can look at the four stages of social dynamics that influence virtual teams and see how the break down in the FSI team occurred. The four stages are interaction and inclusion, position status and role definition, allocation of resources and power, and interaction and participation. These will affect the unity of the team. We can see from the start that there is little unity in the team. Before the large group of FIS project members showed up there was little discourse in the operation of the team. However once the full component of team members showed up problems started to emerge among the team. There was little interaction and inclusion from the team members. Cliques started to form among members who had worked together in other organizations. In doing this they failed to interact positively with the other members of the team. This would lead to dissension during meetings. The clique would often make suggestions that they had come up with when other members of the team had not been consulted or briefed. Meetings often ended in members outside the clique showing resentment for the other team members. Due to the forming of cliques and lack of interaction among team members there also was a problem with allocation of resources and power. Members of the team started refusing to share information they had gathered with other team