Jameel Saumur is the leader of a five-member project team that has been assigned the task of moving his engineering firm into the booming area of highspeed intercity rail construction. Saumur and his team members have been researching the field, identifying specific business opportunities, negotiating alliances with equipment vendors, and evaluating high-speed rail experts and consultants from around the world. Throughout the process, Tonya Eckler, a highly qualified and respected engineer, has challenged a number of things Saumur has said during team meetings and in the workplace. For example, at a meeting two weeks ago, Saumur presented the team with a list of 10 possible high-speed rail projects and started evaluating the company's ability to compete for them. Eckler contradicted virtually all of Saumur's comments, questioned his statistics, and was quite pessimistic about the possibility of getting contracts on these projects.
After this latest display of displeasure, two other group members, Bryan Worth and Maggie Ames, are complaining that Eckler's actions are damaging the team's effectiveness. Eckler was originally assigned to the team for her unique expertise and insight. 

If you had to advise this team, what suggestions would you make to get the team on the right track to achieve its fullest potential?