Question

After a couple of weeks, Mr.\ Patel came to know that Dipangshu’s project leader Mr.\ John, a very competent senior executive, may have wilfully influenced his team members to file a wrong complaint against Dipangshu. Mr.\ John may have done it because Dipangshu has refused to tow John’s line. Mr.\ Patel also came to know that Dipangshu was thinking of quitting this job. He felt regretful about his letter to Dipangshu. He wanted to resolve the complicated situation. He was contemplating the following five actions in his mind. \begin{enumerate}
sep4pt
[I.] Talk to Mr.\ John about Dipangshu and convey to him that losing a bright employee would cost the organization dearly.
[II.] Catch up with Mr.\ John during coffee break and convey that Dipangshu has a very good track record.
[III.] Chat with Dipangshu during coffee break.
[IV.] Catch up with Dipangshu during coffee break and convey that the organization values him.
[V.] Arrange a meeting among Mr.\ John, Dipangshu and himself to sort out the difference. \end{enumerate} Which of the following is the best sequence of actions for resolving the problem?

• A. I, III, V
• B. II, III, V
• C. I, II, IV
• D. I, IV, V
• E. III, IV, V

Hint:

In workplace conflict: (1) address the source formally, (2) reassure and retain the affected employee, (3) convene a mediated joint meeting to resolve and document next steps.

Answer 1

The Correct Option is D

Step 1: Address the source professionally (I).
Begin with a formal, direct conversation with Mr.\ John about the organizational cost of losing a good employee. This is constructive and senior-to-senior; it avoids informal gossip or side comments. Step 2: Stabilize the aggrieved employee (IV).
Next, meet Dipangshu and explicitly convey that the organization values him. This reduces his intent to quit and restores trust more effectively than a casual chat (III). Step 3: Facilitate resolution (V).
Finally, bring both parties together with Mr.\ Patel moderating to clarify issues and agree on a way forward. This creates transparency and closure.
Why others are inferior:
(II) is informal praise in a coffee break and weaker than a direct professional talk (I).
(III) is too casual; (IV) carries the necessary assurance.
Sequences lacking (V) don’t provide a concrete resolution mechanism. \[ \boxed{\text{Best sequence: I } \Rightarrow \text{ IV } \Rightarrow \text{ V}} \]