In my experience, workplace conflict often falls into two categories: functional conflict, which can be healthy and drive better ideas; and dysfunctional conflict, which can harm collaboration and performance. For example, in one HR project, I worked with five teammates who had conflicting class schedules and part-time jobs. It was challenging to agree on consistent meeting times, which risked slowing our progress. As the only second-year student in a third-year group, I took the initiative to create a shared Google Sheet where everyone could note their availability. This allowed us to objectively identify overlapping times and set a regular schedule that worked for everyone. By addressing the issue transparently and fairly, we ensured that everyone’s voice was heard, and as a result, our project ended up performing above the class average. I believe this experience reflects KPMG’s values of integrity (fair process), together (collaboration), and excellence (achieving strong results). May I ask—what types of conflicts are most commonly seen within KPMG’s Tax teams, and how are they typically resolved to uphold the firm’s values?