Disagreements with peers, managers, and stakeholders, and showing resolution without blame.
4 questions in Behavioural & Culture Fit.
Treat it as a process gap, not a grudge. Find out where and when decisions are made, get your team's constraints in front of the deciders before the meeting through short written proposals with a comment window both time zones can reach, and escalate a specific costly decision, not the people who made it.
Show that you understood the other team's priorities before deciding they were unreasonable, that you made the cost visible in their terms and in writing, that you offered to absorb some of the work, and that any escalation went through their manager with them present.
Choose a disagreement with real stakes where your manager's position was defensible, show that you argued it with evidence through the proper channel, and finish the story with what you did after the decision was made — especially if it went against you.
Pick a real working conflict, describe the other person as a colleague with reasons rather than a villain, say what you changed in your own behaviour, and give the outcome as it landed. Interviewers grade the fairness of the account more than the resolution. It also connects collaboration to the point an interviewer is testing.