Behavioral: getting a stalled project moving again after it hits a blocker

When a project you are responsible for runs into an obstacle that stalls it, how do you deal with it? ```hint Show the judgment, not just the effort Before describing what you did, explain how you worked out what the obstacle would cost if it stayed unresolved, and who needed to be involved to clear it. ``` ### Clarifying Questions - Would you like one specific past example, or my general approach with an example to illustrate it? - Do you mean any kind of obstacle (a dependency on another team, a technical problem, a resource gap, a disagreement), or one kind in particular? - Should the example be one where I cleared the obstacle, or is a case where I had to change the plan or scope just as useful? ### What a Strong Answer Covers - How the obstacle was spotted, and how its impact and urgency were assessed before acting - The root cause and the options for getting past it, including who had to be involved - How stakeholders were kept informed, and when, if ever, the issue was escalated - What the candidate personally did, and the trade-offs accepted to keep moving - The outcome, and what changed afterward so the same obstacle is less likely to recur ### Follow-up Questions - Tell me about an obstacle you could not get past. What did you do then? - The blocker sits with a team that has other priorities and owes you nothing. How do you get it moving? - How do you decide between waiting for a blocker to clear and changing your plan to work around it?