This report analyses the breakdown of the warehouse coordination team at NorthLink Logistics using Tuckman's stages of group development. The team, formed to roll out a new despatch system, stalled at the storming stage when role ambiguity between the shift leads went unresolved. Drawing on the case evidence, I argue that the absence of a clearly mandated team leader, rather than personality clash, was the primary driver of the conflict. The analysis applies Tuckman (1965) and contrasts it with Belbin's team-role framework to evaluate why the group never reached performing. The recommendations propose a staged intervention: clarifying decision rights, introducing structured stand-ups, and a facilitated norming workshop.