Objectify and present your example situationally rather than singling any one person out. Remain positive, with the ultimate focus being on conflict resolution and fostering a unified vision for the team.

Stay away from casting any person as the sole culprit with oversimplified explanations for their behavior. "So and so was always pulling this stuff. Such a jerk. I kept telling management to fire them. I don't know what they saw in them." This narrative will only communicate to the interviewer that this is how you talk about people when they're not around.

"I've never experienced conflict between my coworkers. We were in a pretty collaborative and supportive environment. But If I stumbled upon coworkers having some sort of exchange or conflict, I'd play mediator and work towards getting everyone on the same page by objectifying the situation, removing the emotional elements that might cloud their judgment, and examine everyone's intentions. So often, conflict results from something poorly communicated that ends up being misunderstood. I'd do what I could to help them clear things up, shake hands, and be closer friends than before."

"We all have ideas and things we want to contribute. We also share moments of heightened sensitivity where we're dealing with things that amplify our emotions. So no matter what the situation, I communicate non-defensively at every turn. Let's say someone shares a new idea they've put time and energy into. Even though their idea isn't sustainable, I'll praise and validate their efforts, offering to take time to consider its merits before shutting it down."