"I worked with another employee who would often overthink our approach to any problem. They would want to formulate a very detail-orientated plan and go over it again and again until they felt every detail was perfect. However, this would often impede our progress, make our deadlines more unattainable, and result in poor time management. I eventually realised this was merely a symptom of their task paralysis, and they felt overwhelmed by the work ahead. I found a way of reducing their stock, as it were, and gave them smaller, more easily attainable tasks that they could manage. In the end, I gave them work that they felt less intimated and overwhelmed by, and they would be able to deliver on those smaller, more crucial tasks with greater success. It worked, and they felt a greater sense of accomplishment and security."

There are many ways one could interpret a disagreement. It could be a conflict or simply two members of the same team working out the best approach to move forward while working on a project. The latter is more aligned with the Civil Service's Code of Conduct, which states, "Create a culture of working with and through delivery partners to achieve outcomes, establish and negotiate service levels and deliverables."