I'm with +Mike Bowler
on this. Bring in an expert.
One of the problems is that it's far too easy to confuse the work and the structure of stuff we do around the work.
For instance, people do the demo and expect the PO to approve of the work at the demo. But why? If the PO is working alongside you, they should be approving the work as you go along. The demo is for external stakeholders.
Same goes for stuff like Sprint Planning. Everybody shows up to plan for the sprint and suddenly there's this huge hubbub of design and analysis going on. Are you not talking during the week? Are you not working together daily? If so, you should very quickly come to terms on your overall vision, strategy for execution, how to resolve conflicts, and so forth.
I blame a lot of this on people just not working side-by-side. They show up in a conference room every now and then for some kind of "Agile Meeting" that's on the calendars and then all the stuff they should have been working out as they went along pops to the surface and it's too much to deal with at one time.