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This process becomes particularly intricate in cross-boundary teams, which consist of individuals from diverse organizational backgrounds, each bringing in unique informational tools and representation modalities. People share information generated from their personal tools, and the variance in representation of such information makes it challenging to form cohesive group decisions. We conducted workshop studies with 11 knowledge workers to understand current practices of tool adaptation and negotiation in such teams. The results indicate a reluctance to adopt new tools due to perceived violations of social acceptance, often leading to negative judgments of those suggesting new tools. Consequently, participants in cross-boundary teams gravitated towards their preferred tools, complicating the aggregation of inputs and impeding cohesive decision-making. 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