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HR leaders frequently find themselves in situations that require tact and diplomacy. While most business decisions are made in ways that balance potential conflicts, occasionally, there are serious ethical and legal challenges that must be navigated. C-Suite leaders must be able to deal with situations that do not have an obviously “right” solution, that involve power struggles and confidences and that sometimes pit the interests of individuals against one another, and the interests of the business.  HR leaders frequently find themselves in situations that require tact and diplomacy. While most business decisions are made in ways that balance potential conflicts, occasionally, there are serious ethical and legal challenges that must be navigated. C-Suite leaders must be able to deal with situations that do not have an obviously “right” solution, that involve power struggles and confidences and that sometimes pit the interests of individuals against one another, and the interests of the business.  HR leaders frequently find themselves in situations that require tact and diplomacy. While most business decisions are made in ways that balance potential conflicts, occasionally, there are serious ethical and legal challenges that must be navigated. C-Suite leaders must be able to deal with situations that do not have an obviously “right” solution, that involve power struggles and confidences and that sometimes pit the interests of individuals against one another, and the interests of the business.  HR leaders frequently find themselves in situations that require tact and diplomacy. While most business decisions are made in ways that balance potential conflicts, occasionally, there are serious ethical and legal challenges that must be navigated. C-Suite leaders must be able to deal with situations that do not have an obviously “right” solution, that involve power struggles and confidences and that sometimes pit the interests of individuals against one another, and the interests of the business.