Tell us about a time when you had to deal with conflict

My philiosphy with conflicts are they are inevitable and it can be a good thing - because new ideas can come out of it. At XYZ, Dev Ops team is responsible for creating teraform scripts to deploy to AWS both on Test and Prod env. Few cloud eng left the company - and it started to impact our sprint cadence. Initially I approached the Director of Cloud Eng to see how we can unblock my team, in that meeting I proposed may be one of the resource can help their team come up with the TerraFarm script. After talking to other eng. teams I found that this was an issue with their cadance as well. I collobrated with my peers to come up with a proposal - i.e there will be a resource on each team - who will co-own the terra farm scripts. This would do things for us :

a) Reduce the backlog on cloud eng team and allow the teams move faster

b) GIve me time for cloud eng team to find the right fit.

Initially the manager was releuctant but aggreed to try out, after 2 sprints the backlog was reduced and we could more much faster. The lesson I learnt is - first find out all the solution we can have, then anticipate what kind of question they might have? Collobration is key in such instances. 

We were working in a project where stakeholder uses third party api for route optimization of the field service agents. We were trying to build a in house solution using open source tools while some stakeholders were supporting some are really spectacle that we should keep going to use third party api. To tackle the situation  in the first iteration we build a basic product that show the comparison of routes actually and using our product it shows how the coverage of work orders increased and generate value in this way we receive a better stakeholders support

I audit the supplier in the workbook. 

The pic of the supplier link me to another personnel, and during the audit I just realised the factory is not belong to my direct supplier. It is the supplier own supplier and My company shall not audit my supplier own supplier. I have to continue the audit. When the audit finish, I wrote email to my superior and GCm regarding the finding, and need GCM help to confirm the factory that I audit is correct.  Through multiple email, the supplier was then admitted the factory I audit and the supplier company are 2 different entities and according to my company policy, we shall not audit the supplier's supplier. Then Supplier send us another company name, which is also different entities and let us decide whether need to audit. The GCm is emotional and made decision of requesting to perform the audit. I question GCm for his request and he is emotionally and unprofessional. I have to send email professional to reject the audit request with explanation and said audit will be conducted uf requested by management in future. 

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