Building Conflict Competent Hybrid Sales Teams, A Customized L&D Framework for FMCG in Eastern India

Building Conflict Competent Hybrid Sales Teams, A Customized L&D Framework for FMCG in Eastern India | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Systematic Review Building Conflict Competent Hybrid Sales Teams, A Customized L&D Framework for FMCG in Eastern India Rupam Kumar Saha, Sohini Roy Choudhury This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8496003/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract The FMCG industry in East India (West Bengal, Odisha, Bihar, Jharkhand and North Eastern States) is at an inflection point. Hybrid sales architectures have appeared rapidly in the last decade, changing the traditional sales environment and promoting operational flexibility and a higher market responsiveness. More than a half of companies in the FMCG sector have confirmed practicing hybrid form of work in their companies, and with that significant shift towards such kind of work possible new type of interpersonal/structural/cultural conflicts are causing–communication asymmetries, perceived inequities between field and office staff members, logistical fragmentation etc.(Remote And Hybrid Work In The FMCG Industry Statistics: ZipDo Education Reports 2025, 2025) and linguistic-cultural dissonance inherent to the Eastern Indian context. While not specifically examining conflict in teams, recent research also underscores the vital role of methodical sales personnel recruitment practices that can help develop effective sales communities in FMCG context as part of organizational resilience programs (Bagga & Siddiqui, 2024) and contribute to team cohesion, trust and performance as well. Built on an extensive secondary research approach, this paper draws from insights in respect of hybrid work dynamics, cross-cultural conflict handling and leadership agility drawn from state-of-the-art literature as well as sector-specific inputs provided by the FMCG industry operating in Eastern India. Such an analysis points to what is a devastating capability gap: encounters of ‘old-fashioned’ standard-based interventions in the field of conflict management, which are not up to the task of counteracting digitally mediated, contextually embedded disputes that characterize dispersed, hybrid sales networks. (Sharma, 2023 ) To bridge this gap, the paper advances a multi-dimensional capability-building framework that redefines Learning and Development (L&D) in the FMCG sales function. The proposed model integrates: Tiered, role-contingent curricula customized for field executives, frontline managers, and senior leadership to ensure vertical alignment of conflict competence; A blended pedagogy combining micro learning, experiential simulations, serious gaming, and virtual mediation labs to enable deep behavioral learning; Cultural and linguistic localization of training modules, leveraging regional case vignettes and vernacular digital content to enhance relevance and engagement; and The integration of AI-driven conversational analytics, adaptive learning platforms, and VR-based conflict simulations to build real-time feedback loops and immersive skill reinforcement. Furthermore, the framework institutionalizes a data-driven developmental feedback system supported by structured mentorship and longitudinal behavioral assessments to ensure sustained competence transfer and measurable impact. The anticipated outcomes include attrition reduction through enhanced psychological safety, operational synergy across hybrid interfaces, strengthened distributor relationship management, and a cultural reorientation toward constructive conflict engagement. Ultimately, this paper contends that for FMCG enterprises operating in the complex socio-cultural landscape of Eastern India, cultivating conflict-competent hybrid sales teams is a strategic imperative for sustained competitive advantage. By reframing conflict from an operational liability into a strategic learning lever, the proposed framework offers an evidence-based roadmap to foster trust, adaptability, and high-performance collaboration across geographically and functionally dispersed sales ecosystems. Conflict Competence Leadership Agility Learning and Development Blended Learning Organisational Behaviour 1. Introduction The Fast-Moving Consumer Goods (FMCG) sector in Eastern India, which includes West Bengal, Odisha, Bihar, Jharkhand, and the Northeastern region, represents a strategically significant yet operationally complex growth corridor within India’s consumer economy. The region is characterized by diverse consumption patterns, fragmented market infrastructure, and significant socio-linguistic diversity, necessitating a highly localized and adaptive sales architecture (IBEF, 2023 ). The predominance of rural and semi-urban consumers, coupled with infrastructural disparities and varying levels of digital penetration, has required organizations to continuously recalibrate their go-to-market and distribution strategies to maintain competitive relevance. For example, field sales representatives often face challenges navigating between traditional markets in remote villages with limited connectivity, while also managing digital communication with superiors who expect real-time data updates. This duality underscores the friction inherent in hybrid working models and highlights the need for tailored strategies. In the post-pandemic business landscape, the conventional field-intensive sales model has undergone a fundamental transformation. With rapid digitization and the integration of collaborative technologies, hybrid sales ecosystems have emerged as the new structural norm, blending physical field operations with digitally mediated coordination, analytics-driven decision-making, and remote client engagement (Deloitte, 2022 ). As per recent industry analyses, this paradigm shift has been accelerated by the need for real-time responsiveness, data visibility, and cost-efficient resource utilization, key imperatives in an increasingly volatile and competitive FMCG marketplace (Delivering the Human Experience in a Digital World: The Future of Sales and Service, 2022). However, while this hybrid transformation has augmented operational flexibility and scalability, it has simultaneously surfaced a new typology of conflicts, both interpersonal and systemic in nature. The structural dispersion of teams across digital and physical interfaces has introduced communication asymmetries, ambiguity in role expectations, differential access to information, and perceived inequities between field executives and office-based strategists (Kumar & Sharma, 2021 ). Further, logistical bottlenecks, region-specific infrastructural gaps, and linguistic-cultural heterogeneity inherent to Eastern India exacerbate these tensions, often manifesting as friction in coordination, misalignment in goals, and reduced trust across hierarchical levels (FMCG Logistics: Challenges & Solutions in India, 2024). Traditional conflict management and team-building frameworks, largely designed for co-located or homogenous teams, are proving insufficiently agile to address the complex, digitally facilitated disputes emerging within hybrid FMCG sales environments. These legacy interventions tend to adopt a standardized approach, overlooking regional cultural sensibilities, digital communication nuances, and the psychological strain associated with hybrid work fragmentation. The consequences of such unresolved frictions are multifaceted, ranging from diminished morale and productivity to deteriorating distributor relationships, high turnover, and weakened organizational trust capital (NielsenIQ, 2022 ). Given these challenges, this study contends that developing conflict-competent hybrid sales teams should be regarded as a core business strategy rather than solely an HR function. Customized learning and leadership development programs are essential for equipping FMCG professionals in Eastern India with behavioral, emotional regulation, and intercultural communication skills. By leveraging localized training methods, data-driven learning tools, and blended instructional approaches, organizations can transform conflict from a potential risk into an opportunity for collaboration, innovation, and trust-building. Ultimately, the intent of this research is to construct an evidence-based framework that reimagines conflict management within the hybrid FMCG sales ecosystem of Eastern India. Through a synthesis of academic literature, industry insights, and regional market dynamics, the paper seeks to demonstrate how proactive conflict competence development can catalyze sustainable performance outcomes, enhancing sales force stability, operational coherence, and organisational adaptability in an increasingly competitive and culturally complex environment. 2. Literature Review This section synthesizes extant scholarship across three interrelated domains: (i) the hybrid work paradigm and its emergent organizational challenges, (ii) the theoretical evolution of conflict resolution frameworks within modern organizational settings, and (iii) the contextual realities shaping the FMCG sector in Eastern India. The integration of these domains provides the conceptual foundation for understanding how conflict competence can be strategically developed within hybrid FMCG sales teams. 2.1. The Hybrid Work Model and Its Discontents The hybrid work model, combining remote and on-site operations, has rapidly evolved from an experimental arrangement into a mainstream organizational architecture in the post-pandemic economy. While widely lauded for promoting flexibility and resilience, the literature highlights that hybrid structures also expose organizations to new forms of asymmetry and psychosocial strain (Gratton, 2021). One of the most persistent phenomena is "proximity bias," wherein employees working remotely are perceived as less committed or less productive compared to their on-site counterparts, often leading to inequities in performance evaluations, developmental opportunities, and managerial visibility (Choudhury et al., 2021). Amid these dynamics, organizations need to reflect on the role of emotional regulation skills in preventing unmanaged emotions from escalating conflicts during virtual interactions. The cost of such unmanaged emotions can be significant, leading to disrupted communication and weakened team cohesion. Acknowledging the connection between conflict outcomes and specific emotional intelligence competencies emphasizes the need for our tiered curricula to build resilience and adaptability in hybrid work environments. Furthermore, the erosion of informal communication cues such as body language, tone, and social presence has been identified as a critical source of misunderstanding in virtual interactions (Feitosa & Salas, 2020). In hybrid sales contexts, where time-sensitive coordination, persuasion, and relationship management are paramount, such communication distortions can rapidly escalate task-related disagreements into relationship-based conflicts. Scholars also observe that the fragmentation of team identity caused by geographical dispersion and digital fatigue undermines collective efficacy and belongingness (Raghuram et al., 2019). Collectively, these studies suggest that hybrid work requires a re-engineering of interpersonal processes, not merely a technological adaptation, to sustain trust and cohesion among dispersed teams. 2.2. Evolution of Conflict Resolution in Organizations The theoretical foundation of conflict resolution within organizational behavior literature traces back to classical frameworks, most notably the Thomas–Kilmann Conflict Mode Instrument (TKI), which categorizes individual responses into competing, collaborating, compromising, avoiding, and accommodating modes (Thomas & Kilmann, 1974). While this typology remains instructive, it has been critiqued for its limited applicability in digitally mediated, multicultural, and hybrid environments, where conflicts are no longer confined to face-to-face interactions (Jehn & Mannix, 2001). Contemporary scholarship has therefore shifted toward the construct of “conflict competence,” defined as an organization’s and an individual’s capability to engage constructively with conflict while minimizing destructive emotional and relational consequences (Runde & Flanagan, 2010). Conflict competence extends beyond resolution to include early identification, emotional regulation, dialogic communication, and reflective learning. In the context of hybrid work, researchers have emphasized the need for digitally native conflict management competencies, such as effective de-escalation in virtual meetings, empathetic written communication, and adaptive response strategies across asynchronous digital platforms (Goldsmith & Lynggaard,2022). Moreover, transformational leadership theory has been increasingly applied to conflict contexts, suggesting that leaders who demonstrate emotional intelligence, authenticity, and psychological safety orientation can reframe conflict as an opportunity for growth and innovation rather than as dysfunction (Goleman, 2018; Edmondson, 2019). Thus, conflict management is now viewed not merely as an HR skillset but as a strategic leadership capability essential for sustaining team performance in fluid, hybrid ecosystems. 2.3. The FMCG Context in Eastern India The FMCG sector in Eastern India occupies a distinctive position in the national economic landscape, defined by both high growth potential and structural complexity. Secondary data from industry sources underscore that the region’s linguistic heterogeneity—encompassing Bengali, Odia, Hindi, Assamese, and various tribal dialects—creates substantial barriers to seamless communication within and across sales hierarchies (ASSOCHAM, 2023). This diversity, while culturally rich, complicates internal coordination, particularly in hybrid work arrangements that rely heavily on digital tools often standardized in English or Hindi. Compounding this challenge are infrastructural constraints—such as limited transport connectivity, erratic internet access in rural territories, and logistical bottlenecks—that frequently disrupt supply chains and strain relationships between sales and distribution units (FMCG Logistics: Challenges & Solutions in India, 20Empirical evidence suggests that Salesforce attrition rates in Eastern India often exceed 20–25% annually, largely driven by job stress, inadequate managerial support, and unresolved interpersonal conflicts (PeopleStrong, 2022).022). Such high turnover creates a self-perpetuating cycle of disruption, as the continuous onboarding of new employees amplifies coordination challenges and reduces institutional learning continuity.Despite the abundance of sales capability-building programs across the FMCG sector, the literature consistently reveals a critical training design gap—most programs prioritize product knowledge, distribution analytics, and customer negotiation techniques, while neglecting the intra-team conflict resolution competencies vital for sustaining hybrid team cohesion (NielsenIQ, 2022). The absence of context-sensitive, culturally grounded conflict management training is particularly detrimental in regions like Eastern India, where social hierarchies, linguistic nuances, and localized market pressures intersect to produce unique patterns of team dynamics. Hence, the literature converges on a pressing need for an integrated learning framework that addresses the psychosocial, technological, and regional dimensions of conflict in hybrid FMCG sales environments. The development of such frameworks represents both an academic opportunity and a strategic imperative for organizations seeking to build resilient, conflict-competent salesforces capable of thriving in the volatile, multi-layered realities of the Eastern Indian market. 3. Methodology This study adopts a systematic secondary research review methodology to examine the evolving challenges of hybrid sales team conflicts within the FMCG sector in Eastern India and to develop a theoretically grounded, context-specific training and leadership development framework. Given the nascent nature of hybrid work in the regional FMCG context and the scarcity of primary empirical data, a secondary research approach was deemed appropriate to consolidate existing academic and industry insights, identify conceptual gaps, and formulate a strategic framework grounded in evidence and practice. 3.1 Research Design and Rationale The study follows a qualitative, interpretive research design aimed at synthesizing diverse strands of literature across organizational behavior, conflict management, and hybrid work models. The secondary research review method was selected for its capacity to integrate academic theories with real-world data from industry analyses, thereby bridging the gap between scholarly conceptualization and managerial application. This approach facilitates a macro-level understanding of how conflict dynamics manifest within hybrid FMCG sales ecosystems while enabling the derivation of actionable insights for leadership and learning design. 3.2 Data Collection Process A comprehensive and systematic search was conducted across multiple academic and industry databases to ensure the breadth and depth of data. Academic sources were retrieved from Google Scholar, JSTOR, EBSCOhost, and ProQuest , using Boolean search strings combining keywords such as “hybrid work conflict,” “digital communication challenges,” “FMCG sales management,” “leadership development,” “L&D innovation,” and “Eastern India market.” Grey literature was incorporated to capture current market trends, with reports from NielsenIQ, Deloitte, IBEF, ASSOCHAM, McKinsey & Company, and PeopleStrong forming the empirical backbone of the review. These documents provided contemporary, data-driven insights into workforce trends, hybrid sales operations, and organizational behaviour within India’s FMCG industry. 3.3 Inclusion and Exclusion Criteria To maintain the currency and validity of the findings, sources published from 2020 onward were prioritized, aligning with the post-pandemic acceleration of hybrid work models. Emphasis was placed on: Studies focusing on the Indian or broader Asian FMCG sector, given comparable cultural and operational dynamics; Peer-reviewed research on organizational conflict, leadership development, and hybrid work behavior; and Industry analyses offering quantitative and qualitative evidence of hybrid workforce trends and sales team management challenges. 3.4 Analytical Framework and Synthesis Process The collected literature was subjected to thematic analysis, following Braun and Clarke’s (2006) methodological principles. This approach involved iterative reading, coding, categorization, and integration of key insights into overarching themes. Four dominant thematic clusters were identified: Hybrid Work Challenges – encompassing communication asymmetry, trust erosion, and proximity bias; Regional Market Dynamics – reflecting socio-cultural diversity, linguistic barriers, and infrastructural constraints in Eastern India; Conflict Resolution Gaps – highlighting deficiencies in traditional conflict management training for hybrid teams; and Modern L&D Solutions – emphasizing adaptive, technology-driven learning frameworks for behavioral skill development. 3.5 Validity and Limitations While the secondary research design enables a comprehensive synthesis of diverse knowledge bases, the study acknowledges certain methodological constraints. The absence of primary field data limits direct validation of findings within specific FMCG organizatiHowever, the extensive cross-referencing of peer-reviewed literature and contemporary industry reports enhances the construct validity and transferability of insights.ghts. Future research may extend this study through empirical validation, employing qualitative interviews or mixed-method approaches to test the proposed framework in organizational settings. 4. Challenges in Hybrid Conflict Resolution for FMCG in Eastern India Heterogeneous Communication Ecologies: Hybrid FMCG teams in Eastern India operate within a highly pluralistic communication landscape shaped by linguistic multiplicity (Bengali, Odia, Assamese, Hindi, and regional dialects), heterogeneous cultural scripts, and generational disparities in media preference (e.g., digital-native reliance on WhatsApp voice notes versus legacy preferences for formal email chains). These divergences produce recurrent semantic distortions and pragmatic misalignments. Moreover, entrenched socio-cultural constructs such as high power distance orientation and hierarchical deference norms attenuate upward communication, limiting psychological safJunior sales executives, particularly in culturally conservative districts, may avoid articulating dissent or ambiguity, resulting in “silent escalation” wherein misinterpretations accumulate unnoticed across the hybrid workflow.flow. Attenuated Socio-Emotional Cues in Virtual De-escalation: Hybrid environments dilute the socio-emotional bandwidth available in traditional field interactions. Virtual check-ins between territory managers, distributor salesmen, and cross-functional stakeholders (e.g., supply chain coordinators) lack micro-expressive cues essential for conflict de-escalation. Asynchronous communication, common in dispersed sales networks, further impedes real-time sensemaking, often amplifying ambiguity during high-pressure sales cycles (e.g., month-end closures). This creates a “trust deficit loop,” where misinterpreted tonal cues, delayed responses, and low-context digital messages compound relational tension between geographically distributed actors. Leadership Blind Spots Rooted in Role Transition: Many frontline and mid-level FMCG sales managers emerge from traditional field-selling roles and are subsequently thrust into digitally mediated leadership contexts without structured capability-building. This role-transition gap produces cognitive blind spots in identifying latent conflict patterns such as territory boundary disputes, incentive-linked credit-sharing disagreements, and cross-state coordination frictions. Managers often over-rely on transactional reporting metrics (DSR, beat efficiency, fill-rate data) and under-invest in relational diagnostics, leading to under-detection of simmering interpersonal or inter-functional tension. Fragmented Conflict-Handling Competence Across Teams: Hybrid FMCG ecosystems reveal a lack of standardized conflict-resolution literacy across the sales hierarchy. Field representatives and supervisors exhibit variability in emotional regulation, assertive communication, and collaborative problem-solving skills. Such inconsistency results in uneven conflict-handling trajectories: minor issues such as misallocation of leads, distributor grievances, or inter-district stock-routing disagreements are not addressed at the incipient stage, instead escalating into macro-level performance bottlenecks. This fragmentation creates “competence asymmetry,” where conflict outcomes depend more on individual personality than on institutional norms. Structural Leadership Deficit in Hybrid Transformation. A salient insight emerging from the field data is the hybrid leadership deficit, a systemic unpreparedness among FMCG sales leaders to transpose traditional field-management competencies into digitally augmented environments. Classical challenges of the FMCG sales ecosystem (logistical disputes, last-mile distribution breakdowns, incentive conflicts) now manifest in technologically mediated formats. For example: A linguistic barrier becomes a textual misframing in a high-volume WhatsApp sales group. A routine stock-out dispute escalates during virtual supply chain huddles due to compressed emotional bandwidth. Achievement credit ambiguity intensifies in CRM dashboards when multiple hybrid stakeholders contribute asynchronously. This transformation demands meta-competencies, digital fluency, remote-coordination intelligence, cultural agility, and conflict anticipation that are not yet embedded in the leadership development architecture of most FMCG firms in the region. 5. Results Analysis The secondary research analysis yielded several critical findings that form the basis of the proposed framework: The Amplification of Regional Challenges: The hybrid model does not eliminate regional managers, who are typically high-performing salespeople promoted for their sales acumen, not their people management skills. They lack the training to "read the room" in a virtual setting and mediate disputes they cannot physically witness. The Inadequacy of Standard Training: Existing Learning & Development (L&D) modules in FMCG are largely standardized for national rollout. They fail to address the specific conflict scenarios—such as disputes over territory allocation in a hybrid setup or credit disagreements with distributors handled remotely—that are prevalent in Eastern India. The Promise of Blended and Digital Learning: The analysis confirms that a single-method training approach is ineffective. A blend of micro learning for just-in-time knowledge, simulations for safe practice, and contextualized content is essential for adoption and retention (PwC, 2023 ). Furthermore, technologies like AI for communication analysis and VR for immersive role-playing are emerging as powerful tools for developing complex soft skills like mediation. Regional Market Diversity A sales executive from a rural area feels their regional insights are ignored in virtual strategy calls dominated by colleagues from the state capital, leading to resentment. Field Sales vs. Office-based Planners Logistical Constraints A Key Account Manager blames the supply chain team for a stock-out at a major retailer in Bhubaneswar. The supply chain team, working remotely, feels blamed for issues outside their control. Sales Team vs. Supply Chain Team Language Barriers A critical update is shared only in English in an email, leading to misinterpretation by a Bengali-speaking field team, resulting in a costly execution error and mutual blame. Junior Field Staff vs. Senior Management Intense Competition Conflict arises between two sales executives over the ownership of a newly acquired, high-potential distributor in an overlapping territory, exacerbated by unclear virtual communication. Peer-to-Peer (Sales Executives) 6. Customized Training and Development Strategies 6.1. Role-Specific Training Modules A differentiated, role-contingent capability-building architecture is essential for cultivating a conflict-competent hybrid sales ecosystem within the FMCG context. The training design must align with the cognitive load, operational responsibilities, and relational complexity associated with each hierarchical tier. a. Field Sales Executives (FSEs): Foundational Conflict-Handling Competencies Training for frontline sales personnel should emphasize micro-level interpersonal conflict management and situational communication agility . Key modules include: Assertive and Contextual Communication Skills: Development of structured conversation routines, assertiveness without perceived disrespect in high power-distance environments, and techniques for articulating concerns to distributors or supervisors without escalating tensions. Conflict-Literate Distributor Engagement: Simulation-driven training on navigating pricing objections, route-to-market disputes, or stock-return disagreements with local distributors and sub-stockists. Active Listening in Hybrid Settings: Techniques to decode intent, tone, and emotional subtext during virtual team huddles, WhatsApp briefings, and asynchronous digital updates. Digital Etiquette and Message Framing: Understanding how linguistic brevity, emojis, or delayed responses in digital platforms can unintentionally trigger conflict. b. Sales Team Leads & Key Account Managers (KAMs): Intermediate and Advanced Mediation Competencies Mid-tier leaders, who operate at the intersection of field execution and strategic oversight, require enhanced, analytical conflict-resolution capabilities. Mediation and Conflict Facilitation Skills: Training in structured mediation frameworks, neutral third-party facilitation, and conducting difficult conversations related to territory reassignment, incentive disputes, or performance gaps. Early Conflict Detection and Diagnostics: Exposure to behavioural indicators of latent conflict—silence patterns, information withholding, drop in cross-functional responsiveness—and frameworks to intervene before escalation. Hybrid Team Orchestration: Skill-building in managing dispersed teams through synchronous (virtual meetings) and asynchronous (CRM dashboards, digital reporting) channels. Negotiation and Boundary-Management Training: Modules on aligning interests across sales, supply chain, and finance functions, particularly during month-end pressures or allocation conflicts. c. Senior Sales Leaders & HR Professionals: Strategic Conflict Governance and Culture Building Executives and HR leaders require meta-level capabilities to steward an organization-wide, conflict-positive culture. Designing Conflict-Positive Organizational Climates: Training focused on embedding norms where constructive dissent, feedback, and debate are institutionalized rather than penalized. Strategic Conflict Governance Systems: Instruction on developing escalation matrices, hybrid conflict dashboards, anonymous reporting channels, and early-warning systems at the organizational scale. High-Stakes Conflict Management: Capability-building for addressing complex disputes involving key distributors, high-revenue channel partners, or cross-state operational breakdowns. Policy Development for Hybrid Work: Training on creating SOPs for digital communication norms, conflict documentation, and protocols for hybrid dispute resolution. Leadership Influence and Psychological Safety: Cultivating executive behaviours that reinforce trust, transparency, and fair process across the sales hierarchy. Field Sales Executive Assertive Communication, Managing Distributor Disputes "How to Say No to a Demanding Distributor Without Losing the Sale" Sales Team Lead / Key Account Manager Mediation, Facilitating Difficult Conversations "Leading a Virtual Mediation Session Between Conflicting Team Members" Senior Leader / HR Business Partner Systemic Culture Design, High-Stakes Mediation "Designing a 'Conflict-Positive' Sales Culture for Eastern India" 6.2. Blended Learning Approach E-Learning Modules: Mobile-based micro learning videos in local languages on concepts like "De-escalation Techniques for Phone Calls" or "Giving Constructive Feedback over Chat." Simulated Practice Sessions: Role-playing real-world scenarios, such as resolving a dispute between a field agent and a modern trade specialist over stock allocation, via video conferencing tools. Gamification: Reward-based simulations where sales teams collaboratively resolve conflict scenarios to win points, fostering engagement and practical learning. +-----------------------------------------------------------+ |BLENDED LEARNING ECOSYSTEM +------------------------------------------------------------+ || |+--------------++-----------------------------+ ||THEORY| -> | || PRACTICE|| -> || E-Learning|| || Simulations|| || Micro learning|| || Role-Plays|| |+------------------++--------------------------+ |^|| ||v| |+--------------++-------------------+ ||REINFORCE || APPLY & || || Gamification || REFLECT || || Badges/Points || On-the-Job || |+--------------++-------------------+ | +--------------------------------------------------------------+ 6.3. Regional and Contextual Customization Given the socio-cultural heterogeneity and operational diversity across Eastern India, a one-size-fits-all training model is insufficient. Effective conflict-resolution capacity-building requires hyper-localized content engineering that reflects the linguistic, cultural, and functional realities of FMCG field operations. a. Local Language Integration and Contextualized Case Pedagogy: Training modules must be designed in regionally dominant languages—Bengali, Odia, and Hindi—to enhance cognitive absorption, emotional relatability, and practical applicability. Incorporating region-specific case studies ensures ecological validity. For instance, conflict dynamics during Kolkata’s festive season sales surge (e.g., Durga Puja stockouts, POS activation disputes) or cross-functional friction during Bhubaneswar–Cuttack supply chain bottlenecks offer high-relevance learning contexts. Blended learning assessments should evaluate not only conceptual understanding but also the ability to navigate culturally embedded norms such as hierarchy, sensitivity, or indirect communication styles. b. Function-Centric Customization: Training narratives must reflect the distinct friction points associated with different functional interfaces within the FMCG ecosystem. Sales–Supply Chain Conflict Scenarios: Illustrations of disagreements over last-mile delivery delays, fill-rate discrepancies, or load ability mismatches. Sales–Marketing Misalignment: Scenarios involving disputes on promotional strategy execution, SKU prioritization, or trade scheme communication. Distributor Engagement Challenges: Conflicts regarding credit cycles, territory overlaps, salesforce accountability, and incentive interpretations. 6.4. Digital & AI-Driven Learning Tools Digital transformation in capability development is a critical enabler for building hybrid-ready conflict competence. Incorporating emerging technologies expands scalability, personalisation, and adaptive learning depth. a. AI-Powered Sales Assistants and Conversational Coaching Agents: Next-generation, NLP-driven chatbots can serve as real-time micro-learning companions for sales teams. These tools can provide instant situation-specific guidance, such as advising a frontline executive on how to phrase a difficult message to a distributor or how to handle pricing disputes diplomatically. AI engines can perform communication sentiment analysis, flagging potentially escalatory language and suggesting more constructive alternatives. Integration with CRM data enables predictive insights—e.g., identifying accounts at high risk of conflict based on response delays, deviation from ordering patterns, or repeated escalation histories. b. Immersive VR-Based Conflict Simulation Environments: Virtual Reality provides a high-fidelity, emotion-rich training modality ideal for conflict management skill-building. Sales managers can be placed in immersive, branching simulations involving heated distributor negotiations, high-pressure month-end review conflicts, or multi-stakeholder virtual meetings. Trainees must navigate tone, posture, timing, and negotiation framing—allowing for realistic practice in a controlled environment. Real-time feedback dashboards evaluate decision-making quality, de-escalation strategies, emotional regulation, and conflict outcomes. 6.5. Continuous Feedback and Support Systems Performance & Morale Dashboards: Track leading indicators of conflict, such as team morale scores, participation equality in hybrid meetings, and distributor satisfaction surveys. Mentorship Programs: Pair junior sales managers with seasoned leaders who are skilled in navigating the unique interpersonal challenges of the Eastern Indian FMCG landscape. +--------------------------------+ | 1. Measure & Monitor| | (Dashboards, Surveys, KPIs)| +--------------+-----------------+ | v +--------------+-----------------+ | 2. Analyze & Identify| | (Pinpoint root causes of| | conflicts & training gaps)| +--------------+-----------------+ | v +--------------+-----------------+ | 3. Develop & Refine| | (Update training content &| | coaching based on insights)| +--------------+-----------------+ | v +--------------+-----------------+ | 4. Implement & Train| | (Roll out improved programs| | to sales teams & leaders)| +--------------------------------+ | +-----------------+ [Loop Back to Step 1] 7. Implementation Framework Needs Assessment: Identify specific conflict triggers and skill gaps through surveys, analysis of attrition data, and feedback from regional sales heads and HR. Pilot Testing: Launch the training program in select high-conflict or high-potential regions, such as the Kolkata metropolitan area or Odisha's key districts. Feedback & Iteration: Gather detailed feedback from pilot participants and facilitators to refine the content, ensuring cultural and contextual relevance. Scale-Up: Roll out the refined training and leadership development programs across all sales teams in Eastern India, integrating them into onboarding and ongoing leadership development. 1. Needs Assessment - Employee Engagement Surveys - Analysis of Attrition Data<br- Focus Groups with Regional Managers - A detailed "Conflict Map" identifying common triggers. - A prioritized list of skill gaps. 2. Pilot Testing - Roll out 3 core modules in the Kolkata region.<br- Pre- and Post-training skill assessments. - Monitor key metrics (e.g., team morale). - A validated training curriculum. - Initial data on training effectiveness. - A group of internal program champions. 3. Feedback & Iteration - Collect structured feedback via surveys & interviews. - Review performance dashboards. - Revise content and delivery method. - Version 2.0 of the training program. - A list of lessons learned for the scale-up. 4. Scale-Up - Train-the-Trainer sessions for all area & city leads. - Full rollout across Eastern India. - Integrate into onboarding. - A fully implemented, sustained L&D program. - Improved overall sales morale and retention metrics. 8. Expected Outcomes Improved Team Cohesion and Sales Morale: Teams will feel safer to communicate openly, leading to more collaborative problem-solving and innovative sales strategies. Reduced Escalation and Attrition: Managers and team members will be equipped to resolve conflicts at the local level, reducing the burden on senior leadership and improving employee retention. Enhanced Leadership Effectiveness: Sales leaders will be perceived as more competent and fair, strengthening their authority and improving team engagement. Strengthened Distributor Relationships: More effective conflict management will lead to healthier, more productive relationships with channel partners, directly impacting sales velocity. 9. Conclusion For FMCG organizations operating within the socio-culturally diverse and operationally complex landscape of Eastern India, the anticipatory management of hybrid-workplace conflicts is not merely an HR initiative; it is a strategic imperative central to organizational resilience and market competitiveness. As this study demonstrates, hybrid conflict patterns in the region are shaped by linguistic plurality, culturally embedded hierarchy norms, geographically dispersed operations, and increasing digital interdependence. In this context, transitioning from a reactive, incident-driven conflict management approach to a structured, capability-led, and systemically embedded framework becomes essential. Strategic investments in contextualized training architectures, digital fluency development, and leadership upskilling particularly around conflict diagnostics, virtual negotiation, and cultural intelligence equip FMCG enterprises to reframe conflict from a destabilizing variable into a catalyst for team maturation, relational trust-building, and sustained performance enhancemen.t. By institutionalizing such a framework, organizations can build a hybrid-ready sales force capable of navigating high-velocity market fluctuations, cross-functional dependencies, and multi-stakeholder coordination demands that define the Eastern Indian FMCG ecosystem. The implementation of this proposed conflict-resolution model is projected to yield the following quantifiable, organization-wide outcomes: • Enhanced Sales Force Stability: A demonstrable decline in voluntary attrition across frontline and mid-level sales roles, arising from increased psychological safety, improved support structures, and a stronger sense of procedural fairness in conflict-handling mechanisms. • Improved Operational Efficiency: A measurable reduction in leadership bandwidth spent on escalated conflicts, allowing senior management and HR to reallocate attention toward long-horizon strategic projects, capability building, and expansion planning. • Strengthened Channel Partner Synergy: Significant improvements in distributor satisfaction indices and relationship health metrics, as disputes whether logistical, financial, or interpersonal are addressed with greater professionalism, consistency, and speed. This creates a positive feedback loop that elevates sales velocity and channel reliability. • Increased Leadership Legitimacy and Credibility: Higher 360-degree leadership effectiveness scores, reflecting enhanced trust, conflict neutrality, communication clarity, and relational intelligence among people managers overseeing hybrid and geographically dispersed teams. • Deepened Collaborative and High-Trust Culture: A marked improvement in employee experience surveys on parameters such as psychological safety, participative decision-making, and cross-functional cooperation. These cultural shifts strengthen innovation capacity and normalize constructive conflict as a driver of creative problem-solving. Ultimately, for FMCG companies striving to secure sustainable advantage in Eastern India’s hyper-competitive market, cultivating a conflict-competent hybrid sales organization is a high-impact strategic lever. This research provides a comprehensive, evidence-informed framework that enables firms to translate conflict-management maturity into measurable business outcomes, strengthened stakeholder relationships, and long-term competitive differentiation. Declarations Ethical approval – Not available as it is not required for the paper. Consent to participate – Yes, we are excited to participate. Consent to publish – Yes , for publishing by the Authors Author Contribution Author 1 - Rupam Kumar Saha - Design, Review, Methodology, Recommendations.Author 2 - Sohini Roy Choudhury - Data Cleaning, Results Analysis. Acknowledgement Not Available References ASSOCHAM. (2023). Logistical challenges and market potential in Eastern India . The Associated Chambers of Commerce and Industry of India. Deloitte. (2022). The future of work in India: From pandemic to possibility . Deloitte Insights. Feitosa, J., & Salas, E. (2020). Culture in hybrid teams: A review and a research agenda . Springer. Goldsmith, M., & Lynggaard, F. (2022). The hybrid workforce: How to lead effectively in a post-pandemic world . Kogan Page Publishers. Gratton, L. (2021). How to do hybrid right . Harvard Business Review, 99(3), 66-74. IBEF. (2023). FMCG industry in India . India Brand Equity Foundation.https://www.ibef.org/industry/fmcg Kumar, A., & Sharma, P. (2021). Managing sales force in the new normal: Challenges and strategies for the FMCG sector . Journal of Business and Retail Management Research, 15(2), 45-56. NielsenIQ. (2022). The state of the FMCG sector in India: A mid-year review . NielsenIQ Global Link. PeopleStrong. (2022). Annual trends in attrition and hiring: Indian FMCG sector . PeopleStrong Research. PwC. (2023). L&D in 2023: How organizations are reskilling for the future . PwC's Global Workforce Hopes and Fears Survey. Runde, C. E., & Flanagan, T. A. (2010). Building conflict competent teams . Jossey-Bass. Sharma, A. (2023). Impact of Digitalization and Channel Conflicts in FMCG Sector. TIJER 10(5). https://tijer.org/tijer/papers/TIJER2305026.pdf Additional Declarations No competing interests reported. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-8496003","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Systematic Review","associatedPublications":[],"authors":[{"id":576835855,"identity":"b66767f5-c17b-4fa6-bb39-53475d0e31eb","order_by":0,"name":"Rupam Kumar Saha","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA9ElEQVRIiWNgGAWjYNCCAxCKmYHBBkgxNh4gRUsaSEsDSVoOI/OxA/MZuQc/3ThzOJp/9vGHnwtqztutbT8MtKXGJhqXFpkbecnSOTcO5844l2MsPePY7eRtZxKBWo6l5Tbg0CIhkWMgnfPhcG7DGR4GaR6228lmB4BaGBsO49Ni/BukZf4Z9se/ef6dSzY7/5CgFjOwwzacYTCT5m07YGd2g5AtPO/SrHPOpOduPMNjZs3bl5xgdgNoSwI+v7DnHr6dc8w6dx7QYbd5vtnZm51Pf/jgQ40NTi0MDDyo3ESwygScyrFoscereBSMglEwCkYkAADe4GcXs1HJRAAAAABJRU5ErkJggg==","orcid":"","institution":"Mittal School of Business, LPU","correspondingAuthor":true,"prefix":"","firstName":"Rupam","middleName":"Kumar","lastName":"Saha","suffix":""},{"id":576835856,"identity":"b5c2fb6e-ac3b-4045-9377-abea38d912f2","order_by":1,"name":"Sohini Roy Choudhury","email":"","orcid":"","institution":"NSHM Business School","correspondingAuthor":false,"prefix":"","firstName":"Sohini","middleName":"Roy","lastName":"Choudhury","suffix":""}],"badges":[],"createdAt":"2026-01-01 15:38:30","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-8496003/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-8496003/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":104220265,"identity":"3a931cad-bb09-4527-9f6c-b29b9927ba7f","added_by":"auto","created_at":"2026-03-09 09:56:30","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":600398,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8496003/v1/150bc2eb-cf25-496a-9834-b2fdc1150fb0.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Building Conflict Competent Hybrid Sales Teams, A Customized L\u0026D Framework for FMCG in Eastern India","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eThe Fast-Moving Consumer Goods (FMCG) sector in Eastern India, which includes West Bengal, Odisha, Bihar, Jharkhand, and the Northeastern region, represents a strategically significant yet operationally complex growth corridor within India\u0026rsquo;s consumer economy. The region is characterized by diverse consumption patterns, fragmented market infrastructure, and significant socio-linguistic diversity, necessitating a highly localized and adaptive sales architecture (IBEF, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). The predominance of rural and semi-urban consumers, coupled with infrastructural disparities and varying levels of digital penetration, has required organizations to continuously recalibrate their go-to-market and distribution strategies to maintain competitive relevance. For example, field sales representatives often face challenges navigating between traditional markets in remote villages with limited connectivity, while also managing digital communication with superiors who expect real-time data updates. This duality underscores the friction inherent in hybrid working models and highlights the need for tailored strategies.\u003c/p\u003e \u003cp\u003eIn the post-pandemic business landscape, the conventional field-intensive sales model has undergone a fundamental transformation. With rapid digitization and the integration of collaborative technologies, hybrid sales ecosystems have emerged as the new structural norm, blending physical field operations with digitally mediated coordination, analytics-driven decision-making, and remote client engagement (Deloitte, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). As per recent industry analyses, this paradigm shift has been accelerated by the need for real-time responsiveness, data visibility, and cost-efficient resource utilization, key imperatives in an increasingly volatile and competitive FMCG marketplace (Delivering the Human Experience in a Digital World: The Future of Sales and Service, 2022).\u003c/p\u003e \u003cp\u003eHowever, while this hybrid transformation has augmented operational flexibility and scalability, it has simultaneously surfaced a new typology of conflicts, both interpersonal and systemic in nature. The structural dispersion of teams across digital and physical interfaces has introduced communication asymmetries, ambiguity in role expectations, differential access to information, and perceived inequities between field executives and office-based strategists (Kumar \u0026amp; Sharma, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Further, logistical bottlenecks, region-specific infrastructural gaps, and linguistic-cultural heterogeneity inherent to Eastern India exacerbate these tensions, often manifesting as friction in coordination, misalignment in goals, and reduced trust across hierarchical levels (FMCG Logistics: Challenges \u0026amp; Solutions in India, 2024).\u003c/p\u003e \u003cp\u003eTraditional conflict management and team-building frameworks, largely designed for co-located or homogenous teams, are proving insufficiently agile to address the complex, digitally facilitated disputes emerging within hybrid FMCG sales environments. These legacy interventions tend to adopt a standardized approach, overlooking regional cultural sensibilities, digital communication nuances, and the psychological strain associated with hybrid work fragmentation. The consequences of such unresolved frictions are multifaceted, ranging from diminished morale and productivity to deteriorating distributor relationships, high turnover, and weakened organizational trust capital (NielsenIQ, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2022\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eGiven these challenges, this study contends that developing conflict-competent hybrid sales teams should be regarded as a core business strategy rather than solely an HR function. Customized learning and leadership development programs are essential for equipping FMCG professionals in Eastern India with behavioral, emotional regulation, and intercultural communication skills. By leveraging localized training methods, data-driven learning tools, and blended instructional approaches, organizations can transform conflict from a potential risk into an opportunity for collaboration, innovation, and trust-building.\u003c/p\u003e \u003cp\u003eUltimately, the intent of this research is to construct an evidence-based framework that reimagines conflict management within the hybrid FMCG sales ecosystem of Eastern India. Through a synthesis of academic literature, industry insights, and regional market dynamics, the paper seeks to demonstrate how proactive conflict competence development can catalyze sustainable performance outcomes, enhancing sales force stability, operational coherence, and organisational adaptability in an increasingly competitive and culturally complex environment.\u003c/p\u003e"},{"header":"2. Literature Review","content":"\u003cp\u003eThis section synthesizes extant scholarship across three interrelated domains:\u003c/p\u003e\n\u003cp\u003e(i) the hybrid work paradigm and its emergent organizational challenges,\u003c/p\u003e\n\u003cp\u003e(ii) the theoretical evolution of conflict resolution frameworks within modern organizational settings, and\u003c/p\u003e\n\u003cp\u003e(iii) the contextual realities shaping the FMCG sector in Eastern India. The integration of these domains provides the conceptual foundation for understanding how conflict competence can be strategically developed within hybrid FMCG sales teams.\u003c/p\u003e\n\u003cp\u003e2.1. The Hybrid Work Model and Its Discontents\u003c/p\u003e\n\u003cp\u003eThe hybrid work model, combining remote and on-site operations, has rapidly evolved from an experimental arrangement into a mainstream organizational architecture in the post-pandemic economy. While widely lauded for promoting flexibility and resilience, the literature highlights that hybrid structures also expose organizations to new forms of asymmetry and psychosocial strain (Gratton, 2021). One of the most persistent phenomena is \u0026quot;proximity bias,\u0026quot; wherein employees working remotely are perceived as less committed or less productive compared to their on-site counterparts, often leading to inequities in performance evaluations, developmental opportunities, and managerial visibility (Choudhury et al., 2021).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eAmid these dynamics, organizations need to reflect on the role of emotional regulation skills in preventing unmanaged emotions from escalating conflicts during virtual interactions. The cost of such unmanaged emotions can be significant, leading to disrupted communication and weakened team cohesion. Acknowledging the connection between conflict outcomes and specific emotional intelligence competencies emphasizes the need for our tiered curricula to build resilience and adaptability in hybrid work environments.\u003c/p\u003e\n\u003cp\u003eFurthermore, the erosion of informal communication cues such as body language, tone, and social presence has been identified as a critical source of misunderstanding in virtual interactions (Feitosa \u0026amp; Salas, 2020). In hybrid sales contexts, where time-sensitive coordination, persuasion, and relationship management are paramount, such communication distortions can rapidly escalate task-related disagreements into relationship-based conflicts. Scholars also observe that the fragmentation of team identity caused by geographical dispersion and digital fatigue undermines collective efficacy and belongingness (Raghuram et al., 2019). Collectively, these studies suggest that hybrid work requires a re-engineering of interpersonal processes, not merely a technological adaptation, to sustain trust and cohesion among dispersed teams.\u003c/p\u003e\n\u003cp\u003e2.2. Evolution of Conflict Resolution in Organizations\u003c/p\u003e\n\u003cp\u003eThe theoretical foundation of conflict resolution within organizational behavior literature traces back to classical frameworks, most notably the Thomas\u0026ndash;Kilmann Conflict Mode Instrument (TKI), which categorizes individual responses into competing, collaborating, compromising, avoiding, and accommodating modes (Thomas \u0026amp; Kilmann, 1974). While this typology remains instructive, it has been critiqued for its limited applicability in digitally mediated, multicultural, and hybrid environments, where conflicts are no longer confined to face-to-face interactions (Jehn \u0026amp; Mannix, 2001).\u003c/p\u003e\n\u003cp\u003eContemporary scholarship has therefore shifted toward the construct of \u0026ldquo;conflict competence,\u0026rdquo; defined as an organization\u0026rsquo;s and an individual\u0026rsquo;s capability to engage constructively with conflict while minimizing destructive emotional and relational consequences (Runde \u0026amp; Flanagan, 2010). Conflict competence extends beyond resolution to include early identification, emotional regulation, dialogic communication, and reflective learning. In the context of hybrid work, researchers have emphasized the need for digitally native conflict management competencies, such as effective de-escalation in virtual meetings, empathetic written communication, and adaptive response strategies across asynchronous digital platforms (Goldsmith \u0026amp; Lynggaard,2022). Moreover, transformational leadership theory has been increasingly applied to conflict contexts, suggesting that leaders who demonstrate emotional intelligence, authenticity, and psychological safety orientation can reframe conflict as an opportunity for growth and innovation rather than as dysfunction (Goleman, 2018; Edmondson, 2019). Thus, conflict management is now viewed not merely as an HR skillset but as a strategic leadership capability essential for sustaining team performance in fluid, hybrid ecosystems.\u003c/p\u003e\n\u003cp\u003e2.3. The FMCG Context in Eastern India\u003c/p\u003e\n\u003cp\u003eThe FMCG sector in Eastern India occupies a distinctive position in the national economic landscape, defined by both high growth potential and structural complexity. Secondary data from industry sources underscore that the region\u0026rsquo;s linguistic heterogeneity\u0026mdash;encompassing Bengali, Odia, Hindi, Assamese, and various tribal dialects\u0026mdash;creates substantial barriers to seamless communication within and across sales hierarchies (ASSOCHAM, 2023). This diversity, while culturally rich, complicates internal coordination, particularly in hybrid work arrangements that rely heavily on digital tools often standardized in English or Hindi.\u003c/p\u003e\n\u003cp\u003eCompounding this challenge are infrastructural constraints\u0026mdash;such as limited transport connectivity, erratic internet access in rural territories, and logistical bottlenecks\u0026mdash;that frequently disrupt supply chains and strain relationships between sales and distribution units (FMCG Logistics: Challenges \u0026amp; Solutions in India, 20Empirical evidence suggests that Salesforce attrition rates in Eastern India often exceed 20\u0026ndash;25% annually, largely driven by job stress, inadequate managerial support, and unresolved interpersonal conflicts (PeopleStrong, 2022).022). Such high turnover creates a self-perpetuating cycle of disruption, as the continuous onboarding of new employees amplifies coordination challenges and reduces institutional learning continuity.Despite the abundance of sales capability-building programs across the FMCG sector, the literature consistently reveals a critical training design gap\u0026mdash;most programs prioritize product knowledge, distribution analytics, and customer negotiation techniques, while neglecting the intra-team conflict resolution competencies vital for sustaining hybrid team cohesion (NielsenIQ, 2022). The absence of context-sensitive, culturally grounded conflict management training is particularly detrimental in regions like Eastern India, where social hierarchies, linguistic nuances, and localized market pressures intersect to produce unique patterns of team dynamics.\u003c/p\u003e\n\u003cp\u003eHence, the literature converges on a pressing need for an integrated learning framework that addresses the psychosocial, technological, and regional dimensions of conflict in hybrid FMCG sales environments. The development of such frameworks represents both an academic opportunity and a strategic imperative for organizations seeking to build resilient, conflict-competent salesforces capable of thriving in the volatile, multi-layered realities of the Eastern Indian market.\u003c/p\u003e"},{"header":"3. Methodology","content":"\u003cp\u003eThis study adopts a systematic secondary research review methodology to examine the evolving challenges of hybrid sales team conflicts within the FMCG sector in Eastern India and to develop a theoretically grounded, context-specific training and leadership development framework. Given the nascent nature of hybrid work in the regional FMCG context and the scarcity of primary empirical data, a secondary research approach was deemed appropriate to consolidate existing academic and industry insights, identify conceptual gaps, and formulate a strategic framework grounded in evidence and practice.\u003c/p\u003e\n\u003cp\u003e3.1 Research Design and Rationale The study follows a qualitative, interpretive research design aimed at synthesizing diverse strands of literature across organizational behavior, conflict management, and hybrid work models. The secondary research review method was selected for its capacity to integrate academic theories with real-world data from industry analyses, thereby bridging the gap between scholarly conceptualization and managerial application. This approach facilitates a macro-level understanding of how conflict dynamics manifest within hybrid FMCG sales ecosystems while enabling the derivation of actionable insights for leadership and learning design.\u003c/p\u003e\n\u003cp\u003e3.2 Data Collection Process\u003c/p\u003e\n\u003cp\u003eA comprehensive and systematic search was conducted across multiple academic and industry databases to ensure the breadth and depth of data.\u003c/p\u003e\n\u003cp\u003eAcademic sources were retrieved from \u003cem\u003eGoogle Scholar, JSTOR, EBSCOhost, and ProQuest\u003c/em\u003e, using Boolean search strings combining keywords such as \u003cem\u003e\u0026ldquo;hybrid work conflict,\u0026rdquo; \u0026ldquo;digital communication challenges,\u0026rdquo; \u0026ldquo;FMCG sales management,\u0026rdquo; \u0026ldquo;leadership development,\u0026rdquo; \u0026ldquo;L\u0026amp;D innovation,\u0026rdquo;\u003c/em\u003e and \u003cem\u003e\u0026ldquo;Eastern India market.\u0026rdquo;\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eGrey literature was incorporated to capture current market trends, with reports from NielsenIQ, Deloitte, IBEF, ASSOCHAM, McKinsey \u0026amp; Company, and PeopleStrong forming the empirical backbone of the review. These documents provided contemporary, data-driven insights into workforce trends, hybrid sales operations, and organizational behaviour within India\u0026rsquo;s FMCG industry.\u003c/p\u003e\n\u003cp\u003e3.3 Inclusion and Exclusion Criteria\u003c/p\u003e\n\u003cp\u003eTo maintain the currency and validity of the findings, sources published from 2020 onward were prioritized, aligning with the post-pandemic acceleration of hybrid work models. Emphasis was placed on:\u003c/p\u003e\n\u003cp\u003eStudies focusing on the Indian or broader Asian FMCG sector, given comparable cultural and operational dynamics;\u003c/p\u003e\n\u003cp\u003ePeer-reviewed research on organizational conflict, leadership development, and hybrid work behavior; and\u003c/p\u003e\n\u003cp\u003eIndustry analyses offering quantitative and qualitative evidence of hybrid workforce trends and sales team management challenges.\u003c/p\u003e\n\u003cp\u003e3.4 Analytical Framework and Synthesis Process\u003c/p\u003e\n\u003cp\u003eThe collected literature was subjected to thematic analysis, following Braun and Clarke\u0026rsquo;s (2006) methodological principles. This approach involved iterative reading, coding, categorization, and integration of key insights into overarching themes. Four dominant thematic clusters were identified:\u003c/p\u003e\n\u003cp\u003eHybrid Work Challenges \u0026ndash; encompassing communication asymmetry, trust erosion, and proximity bias;\u003c/p\u003e\n\u003cp\u003eRegional Market Dynamics \u0026ndash; reflecting socio-cultural diversity, linguistic barriers, and infrastructural constraints in Eastern India;\u003c/p\u003e\n\u003cp\u003eConflict Resolution Gaps \u0026ndash; highlighting deficiencies in traditional conflict management training for hybrid teams; and\u003c/p\u003e\n\u003cp\u003eModern L\u0026amp;D Solutions \u0026ndash; emphasizing adaptive, technology-driven learning frameworks for behavioral skill development.\u003c/p\u003e\n\u003cp\u003e3.5 Validity and Limitations\u003c/p\u003e\n\u003cp\u003eWhile the secondary research design enables a comprehensive synthesis of diverse knowledge bases, the study acknowledges certain methodological constraints. The absence of primary field data limits direct validation of findings within specific FMCG organizatiHowever, the extensive cross-referencing of peer-reviewed literature and contemporary industry reports enhances the construct validity and transferability of insights.ghts. Future research may extend this study through empirical validation, employing qualitative interviews or mixed-method approaches to test the proposed framework in organizational settings.\u003c/p\u003e"},{"header":"4. Challenges in Hybrid Conflict Resolution for FMCG in Eastern India","content":"\u003cp\u003eHeterogeneous Communication Ecologies:\u003c/p\u003e \u003cp\u003eHybrid FMCG teams in Eastern India operate within a highly pluralistic communication landscape shaped by linguistic multiplicity (Bengali, Odia, Assamese, Hindi, and regional dialects), heterogeneous cultural scripts, and generational disparities in media preference (e.g., digital-native reliance on WhatsApp voice notes versus legacy preferences for formal email chains). These divergences produce recurrent semantic distortions and pragmatic misalignments.\u003c/p\u003e \u003cp\u003eMoreover, entrenched socio-cultural constructs such as high power \u003cem\u003edistance orientation\u003c/em\u003e and hierarchical deference norms attenuate upward communication, limiting psychological safJunior sales executives, particularly in culturally conservative districts, may avoid articulating dissent or ambiguity, resulting in \u0026ldquo;silent escalation\u0026rdquo; wherein misinterpretations accumulate unnoticed across the hybrid workflow.flow.\u003c/p\u003e \u003cp\u003eAttenuated Socio-Emotional Cues in Virtual De-escalation:\u003c/p\u003e \u003cp\u003eHybrid environments dilute the socio-emotional bandwidth available in traditional field interactions. Virtual check-ins between territory managers, distributor salesmen, and cross-functional stakeholders (e.g., supply chain coordinators) lack micro-expressive cues essential for conflict de-escalation. Asynchronous communication, common in dispersed sales networks, further impedes real-time sensemaking, often amplifying ambiguity during high-pressure sales cycles (e.g., month-end closures).\u003c/p\u003e \u003cp\u003eThis creates a \u0026ldquo;trust deficit loop,\u0026rdquo; where misinterpreted tonal cues, delayed responses, and low-context digital messages compound relational tension between geographically distributed actors.\u003c/p\u003e \u003cp\u003eLeadership Blind Spots Rooted in Role Transition:\u003c/p\u003e \u003cp\u003eMany frontline and mid-level FMCG sales managers emerge from traditional field-selling roles and are subsequently thrust into digitally mediated leadership contexts without structured capability-building. This role-transition gap produces cognitive blind spots in identifying latent conflict patterns such as territory boundary disputes, incentive-linked credit-sharing disagreements, and cross-state coordination frictions.\u003c/p\u003e \u003cp\u003eManagers often over-rely on transactional reporting metrics (DSR, beat efficiency, fill-rate data) and under-invest in relational diagnostics, leading to under-detection of simmering interpersonal or inter-functional tension.\u003c/p\u003e \u003cp\u003eFragmented Conflict-Handling Competence Across Teams:\u003c/p\u003e \u003cp\u003eHybrid FMCG ecosystems reveal a lack of standardized conflict-resolution literacy across the sales hierarchy. Field representatives and supervisors exhibit variability in emotional regulation, assertive communication, and collaborative problem-solving skills. Such inconsistency results in uneven conflict-handling trajectories: minor issues such as misallocation of leads, distributor grievances, or inter-district stock-routing disagreements are not addressed at the incipient stage, instead escalating into macro-level performance bottlenecks.\u003c/p\u003e \u003cp\u003eThis fragmentation creates \u0026ldquo;competence asymmetry,\u0026rdquo; where conflict outcomes depend more on individual personality than on institutional norms.\u003c/p\u003e \u003cp\u003eStructural Leadership Deficit in Hybrid Transformation. A salient insight emerging from the field data is the hybrid leadership deficit, a systemic unpreparedness among FMCG sales leaders to transpose traditional field-management competencies into digitally augmented environments. Classical challenges of the FMCG sales ecosystem (logistical disputes, last-mile distribution breakdowns, incentive conflicts) now manifest in technologically mediated formats.\u003c/p\u003e \u003cp\u003eFor example:\u003c/p\u003e \u003cp\u003eA linguistic barrier becomes a textual misframing in a high-volume WhatsApp sales group.\u003c/p\u003e \u003cp\u003eA routine stock-out dispute escalates during virtual supply chain huddles due to compressed emotional bandwidth.\u003c/p\u003e \u003cp\u003eAchievement credit ambiguity intensifies in CRM dashboards when multiple hybrid stakeholders contribute asynchronously.\u003c/p\u003e \u003cp\u003eThis transformation demands meta-competencies, digital fluency, remote-coordination intelligence, cultural agility, and conflict anticipation that are not yet embedded in the leadership development architecture of most FMCG firms in the region.\u003c/p\u003e"},{"header":"5. Results Analysis ","content":"\u003cp\u003eThe secondary research analysis yielded several critical findings that form the basis of the proposed framework:\u003c/p\u003e \u003cp\u003eThe Amplification of Regional Challenges: The hybrid model does not eliminate regional managers, who are typically high-performing salespeople promoted for their sales acumen, not their people management skills. They lack the training to \"read the room\" in a virtual setting and mediate disputes they cannot physically witness.\u003c/p\u003e \u003cp\u003eThe Inadequacy of Standard Training: Existing Learning \u0026amp; Development (L\u0026amp;D) modules in FMCG are largely standardized for national rollout. They fail to address the specific conflict scenarios\u0026mdash;such as disputes over territory allocation in a hybrid setup or credit disagreements with distributors handled remotely\u0026mdash;that are prevalent in Eastern India.\u003c/p\u003e \u003cp\u003eThe Promise of Blended and Digital Learning: The analysis confirms that a single-method training approach is ineffective. A blend of micro learning for just-in-time knowledge, simulations for safe practice, and contextualized content is essential for adoption and retention (PwC, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Furthermore, technologies like AI for communication analysis and VR for immersive role-playing are emerging as powerful tools for developing complex soft skills like mediation.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"No\" id=\"Taba\" border=\"1\"\u003e \u003ccolgroup cols=\"3\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eRegional Market Diversity\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA sales executive from a rural area feels their regional insights are ignored in virtual strategy calls dominated by colleagues from the state capital, leading to resentment.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eField Sales vs. Office-based Planners\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eLogistical Constraints\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA Key Account Manager blames the supply chain team for a stock-out at a major retailer in Bhubaneswar. The supply chain team, working remotely, feels blamed for issues outside their control.\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eSales Team vs. Supply Chain Team\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eLanguage Barriers\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA critical update is shared only in English in an email, leading to misinterpretation by a Bengali-speaking field team, resulting in a costly execution error and mutual blame.\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eJunior Field Staff vs. Senior Management\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eIntense Competition\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eConflict arises between two sales executives over the ownership of a newly acquired, high-potential distributor in an overlapping territory, exacerbated by unclear virtual communication.\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003ePeer-to-Peer (Sales Executives)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e"},{"header":"6. Customized Training and Development Strategies","content":"\u003cp\u003e6.1. Role-Specific Training Modules\u003c/p\u003e\n\u003cp\u003eA differentiated, role-contingent capability-building architecture is essential for cultivating a conflict-competent hybrid sales ecosystem within the FMCG context. The training design must align with the cognitive load, operational responsibilities, and relational complexity associated with each hierarchical tier.\u003c/p\u003e\n\u003cp\u003ea. Field Sales Executives (FSEs): Foundational Conflict-Handling Competencies\u003c/p\u003e\n\u003cp\u003eTraining for frontline sales personnel should emphasize \u003cem\u003emicro-level interpersonal conflict management\u003c/em\u003e and \u003cem\u003esituational communication agility\u003c/em\u003e. Key modules include:\u003c/p\u003e\n\u003cp\u003eAssertive and Contextual Communication Skills: Development of structured conversation routines, assertiveness without perceived disrespect in high power-distance environments, and techniques for articulating concerns to distributors or supervisors without escalating tensions.\u003c/p\u003e\n\u003cp\u003eConflict-Literate Distributor Engagement: Simulation-driven training on navigating pricing objections, route-to-market disputes, or stock-return disagreements with local distributors and sub-stockists.\u003c/p\u003e\n\u003cp\u003eActive Listening in Hybrid Settings: Techniques to decode intent, tone, and emotional subtext during virtual team huddles, WhatsApp briefings, and asynchronous digital updates.\u003c/p\u003e\n\u003cp\u003eDigital Etiquette and Message Framing: Understanding how linguistic brevity, emojis, or delayed responses in digital platforms can unintentionally trigger conflict.\u003c/p\u003e\n\u003cp\u003eb. Sales Team Leads \u0026amp; Key Account Managers (KAMs): Intermediate and Advanced Mediation Competencies\u003c/p\u003e\n\u003cp\u003eMid-tier leaders, who operate at the intersection of field execution and strategic oversight, require enhanced, analytical conflict-resolution capabilities.\u003c/p\u003e\n\u003cp\u003eMediation and Conflict Facilitation Skills: Training in structured mediation frameworks, neutral third-party facilitation, and conducting difficult conversations related to territory reassignment, incentive disputes, or performance gaps.\u003c/p\u003e\n\u003cp\u003eEarly Conflict Detection and Diagnostics: Exposure to behavioural indicators of latent conflict\u0026mdash;silence patterns, information withholding, drop in cross-functional responsiveness\u0026mdash;and frameworks to intervene before escalation.\u003c/p\u003e\n\u003cp\u003eHybrid Team Orchestration: Skill-building in managing dispersed teams through synchronous (virtual meetings) and asynchronous (CRM dashboards, digital reporting) channels.\u003c/p\u003e\n\u003cp\u003eNegotiation and Boundary-Management Training: Modules on aligning interests across sales, supply chain, and finance functions, particularly during month-end pressures or allocation conflicts.\u003c/p\u003e\n\u003cp\u003ec. Senior Sales Leaders \u0026amp; HR Professionals: Strategic Conflict Governance and Culture Building\u003c/p\u003e\n\u003cp\u003eExecutives and HR leaders require meta-level capabilities to steward an organization-wide, conflict-positive culture.\u003c/p\u003e\n\u003cp\u003eDesigning Conflict-Positive Organizational Climates: Training focused on embedding norms where constructive dissent, feedback, and debate are institutionalized rather than penalized.\u003c/p\u003e\n\u003cp\u003eStrategic Conflict Governance Systems: Instruction on developing escalation matrices, hybrid conflict dashboards, anonymous reporting channels, and early-warning systems at the organizational scale.\u003c/p\u003e\n\u003cp\u003eHigh-Stakes Conflict Management: Capability-building for addressing complex disputes involving key distributors, high-revenue channel partners, or cross-state operational breakdowns.\u003c/p\u003e\n\u003cp\u003ePolicy Development for Hybrid Work: Training on creating SOPs for digital communication norms, conflict documentation, and protocols for hybrid dispute resolution.\u003c/p\u003e\n\u003cp\u003eLeadership Influence and Psychological Safety: Cultivating executive behaviours that reinforce trust, transparency, and fair process across the sales hierarchy.\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" class=\"fr-table-selection-hover\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 150px;\"\u003e\n \u003cp\u003eField Sales Executive\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 150px;\"\u003e\n \u003cp\u003eAssertive Communication, Managing Distributor Disputes\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 150px;\"\u003e\n \u003cp\u003e\u0026quot;How to Say No to a Demanding Distributor Without Losing the Sale\u0026quot;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSales Team Lead / Key\u0026nbsp;\u003cbr\u003e\u0026nbsp;Account Manager\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eMediation, Facilitating Difficult Conversations\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u0026quot;Leading a Virtual Mediation Session Between Conflicting Team Members\u0026quot;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSenior Leader / HR Business Partner\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSystemic Culture Design, High-Stakes Mediation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u0026quot;Designing a \u0026apos;Conflict-Positive\u0026apos; Sales Culture for Eastern India\u0026quot;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e6.2. Blended Learning Approach\u003c/p\u003e\n\u003cp\u003eE-Learning Modules: Mobile-based micro learning videos in local languages on concepts like \u0026quot;De-escalation Techniques for Phone Calls\u0026quot; or \u0026quot;Giving Constructive Feedback over Chat.\u0026quot;\u003c/p\u003e\n\u003cp\u003eSimulated Practice Sessions: Role-playing real-world scenarios, such as resolving a dispute between a field agent and a modern trade specialist over stock allocation, via video conferencing tools.\u003c/p\u003e\n\u003cp\u003eGamification: Reward-based simulations where sales teams collaboratively resolve conflict scenarios to win points, fostering engagement and practical learning.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e+-----------------------------------------------------------+\u003c/p\u003e\n\u003cp\u003e|BLENDED LEARNING ECOSYSTEM\u003c/p\u003e\n\u003cp\u003e+------------------------------------------------------------+\u003c/p\u003e\n\u003cp\u003e||\u003c/p\u003e\n\u003cp\u003e|+--------------++-----------------------------+\u003c/p\u003e\n\u003cp\u003e||THEORY| -\u0026gt; | \u0026nbsp; \u0026nbsp;|| PRACTICE|| -\u0026gt;\u003c/p\u003e\n\u003cp\u003e|| E-Learning|| \u0026nbsp; \u0026nbsp; \u0026nbsp;|| Simulations||\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e|| Micro learning|| || Role-Plays||\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e|+------------------++--------------------------+\u003c/p\u003e\n\u003cp\u003e|^||\u003c/p\u003e\n\u003cp\u003e||v|\u003c/p\u003e\n\u003cp\u003e|+--------------++-------------------+\u003c/p\u003e\n\u003cp\u003e||REINFORCE \u0026nbsp; || \u0026nbsp; APPLY \u0026amp; \u0026nbsp; ||\u003c/p\u003e\n\u003cp\u003e|| Gamification \u0026nbsp; || \u0026nbsp;REFLECT \u0026nbsp; ||\u003c/p\u003e\n\u003cp\u003e|| Badges/Points || On-the-Job \u0026nbsp;||\u003c/p\u003e\n\u003cp\u003e|+--------------++-------------------+\u003c/p\u003e\n\u003cp\u003e|\u003c/p\u003e\n\u003cp\u003e+--------------------------------------------------------------+\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e6.3. Regional and Contextual Customization\u003c/p\u003e\n\u003cp\u003eGiven the socio-cultural heterogeneity and operational diversity across Eastern India, a one-size-fits-all training model is insufficient. Effective conflict-resolution capacity-building requires \u003cem\u003ehyper-localized content engineering\u003c/em\u003e that reflects the linguistic, cultural, and functional realities of FMCG field operations.\u003c/p\u003e\n\u003cp\u003ea. Local Language Integration and Contextualized Case Pedagogy:\u003c/p\u003e\n\u003cp\u003eTraining modules must be designed in regionally dominant languages\u0026mdash;Bengali, Odia, and Hindi\u0026mdash;to enhance cognitive absorption, emotional relatability, and practical applicability.\u003c/p\u003e\n\u003cp\u003eIncorporating \u003cem\u003eregion-specific case studies\u003c/em\u003e ensures ecological validity. For instance, conflict dynamics during Kolkata\u0026rsquo;s festive season sales surge (e.g., Durga Puja stockouts, POS activation disputes) or cross-functional friction during Bhubaneswar\u0026ndash;Cuttack supply chain bottlenecks offer high-relevance learning contexts. Blended learning assessments should evaluate not only conceptual understanding but also the ability to navigate culturally embedded norms such as hierarchy, sensitivity, or indirect communication styles.\u003c/p\u003e\n\u003cp\u003eb. Function-Centric Customization:\u003c/p\u003e\n\u003cp\u003eTraining narratives must reflect the distinct friction points associated with different functional interfaces within the FMCG ecosystem.\u003c/p\u003e\n\u003cp\u003eSales\u0026ndash;Supply Chain Conflict Scenarios: Illustrations of disagreements over last-mile delivery delays, fill-rate discrepancies, or load ability mismatches.\u003c/p\u003e\n\u003cp\u003eSales\u0026ndash;Marketing Misalignment: Scenarios involving disputes on promotional strategy execution, SKU prioritization, or trade scheme communication.\u003c/p\u003e\n\u003cp\u003eDistributor Engagement Challenges: Conflicts regarding credit cycles, territory overlaps, salesforce accountability, and incentive interpretations.\u003c/p\u003e\n\u003cp\u003e6.4. Digital \u0026amp; AI-Driven Learning Tools\u003c/p\u003e\n\u003cp\u003eDigital transformation in capability development is a critical enabler for building hybrid-ready conflict competence. Incorporating emerging technologies expands scalability, personalisation, and adaptive learning depth.\u003c/p\u003e\n\u003cp\u003ea. AI-Powered Sales Assistants and Conversational Coaching Agents:\u003c/p\u003e\n\u003cp\u003eNext-generation, NLP-driven chatbots can serve as real-time micro-learning \u003cem\u003ecompanions\u003c/em\u003e for sales teams.\u003c/p\u003e\n\u003cp\u003eThese tools can provide instant situation-specific guidance, such as advising a frontline executive on how to phrase a difficult message to a distributor or how to handle pricing disputes diplomatically.\u003c/p\u003e\n\u003cp\u003eAI engines can perform communication sentiment analysis, flagging potentially escalatory language and suggesting more constructive alternatives.\u003c/p\u003e\n\u003cp\u003eIntegration with CRM data enables predictive insights\u0026mdash;e.g., identifying accounts at high risk of conflict based on response delays, deviation from ordering patterns, or repeated escalation histories.\u003c/p\u003e\n\u003cp\u003eb. Immersive VR-Based Conflict Simulation Environments:\u003c/p\u003e\n\u003cp\u003eVirtual Reality provides a high-fidelity, emotion-rich training modality ideal for conflict management skill-building.\u003c/p\u003e\n\u003cp\u003eSales managers can be placed in immersive, branching simulations involving heated distributor negotiations, high-pressure month-end review conflicts, or multi-stakeholder virtual meetings.\u003c/p\u003e\n\u003cp\u003eTrainees must navigate tone, posture, timing, and negotiation framing\u0026mdash;allowing for realistic practice in a controlled environment.\u003c/p\u003e\n\u003cp\u003eReal-time feedback dashboards evaluate decision-making quality, de-escalation strategies, emotional regulation, and conflict outcomes.\u003c/p\u003e\n\u003cp\u003e6.5. Continuous Feedback and Support Systems\u003c/p\u003e\n\u003cp\u003ePerformance \u0026amp; Morale Dashboards: Track leading indicators of conflict, such as team morale scores, participation equality in hybrid meetings, and distributor satisfaction surveys.\u003c/p\u003e\n\u003cp\u003eMentorship Programs: Pair junior sales managers with seasoned leaders who are skilled in navigating the unique interpersonal challenges of the Eastern Indian FMCG landscape.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e+--------------------------------+\u003c/p\u003e\n\u003cp\u003e| 1. Measure \u0026amp; Monitor|\u003c/p\u003e\n\u003cp\u003e| (Dashboards, Surveys, KPIs)|\u003c/p\u003e\n\u003cp\u003e+--------------+-----------------+\u003c/p\u003e\n\u003cp\u003e|\u003c/p\u003e\n\u003cp\u003ev\u003c/p\u003e\n\u003cp\u003e+--------------+-----------------+\u003c/p\u003e\n\u003cp\u003e| 2. Analyze \u0026amp; Identify|\u003c/p\u003e\n\u003cp\u003e| (Pinpoint root causes of|\u003c/p\u003e\n\u003cp\u003e| conflicts \u0026amp; training gaps)|\u003c/p\u003e\n\u003cp\u003e+--------------+-----------------+\u003c/p\u003e\n\u003cp\u003e|\u003c/p\u003e\n\u003cp\u003ev\u003c/p\u003e\n\u003cp\u003e+--------------+-----------------+\u003c/p\u003e\n\u003cp\u003e| 3. Develop \u0026amp; Refine|\u003c/p\u003e\n\u003cp\u003e| (Update training content \u0026amp;|\u003c/p\u003e\n\u003cp\u003e| coaching based on insights)|\u003c/p\u003e\n\u003cp\u003e+--------------+-----------------+\u003c/p\u003e\n\u003cp\u003e|\u003c/p\u003e\n\u003cp\u003ev\u003c/p\u003e\n\u003cp\u003e+--------------+-----------------+\u003c/p\u003e\n\u003cp\u003e| 4. Implement \u0026amp; Train|\u003c/p\u003e\n\u003cp\u003e| (Roll out improved programs|\u003c/p\u003e\n\u003cp\u003e| to sales teams \u0026amp; leaders)|\u003c/p\u003e\n\u003cp\u003e+--------------------------------+\u003c/p\u003e\n\u003cp\u003e|\u003c/p\u003e\n\u003cp\u003e+-----------------+\u003c/p\u003e\n\u003cp\u003e[Loop Back to Step 1]\u003c/p\u003e"},{"header":"7. Implementation Framework","content":"\u003cp\u003eNeeds Assessment: Identify specific conflict triggers and skill gaps through surveys, analysis of attrition data, and feedback from regional sales heads and HR.\u003c/p\u003e\n\u003cp\u003ePilot Testing: Launch the training program in select high-conflict or high-potential regions, such as the Kolkata metropolitan area or Odisha\u0026apos;s key districts.\u003c/p\u003e\n\u003cp\u003eFeedback \u0026amp; Iteration: Gather detailed feedback from pilot participants and facilitators to refine the content, ensuring cultural and contextual relevance.\u003c/p\u003e\n\u003cp\u003eScale-Up: Roll out the refined training and leadership development programs across all sales teams in Eastern India, integrating them into onboarding and ongoing leadership development.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 150px;\"\u003e\n \u003cp\u003e1. Needs Assessment\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 150px;\"\u003e\n \u003cp\u003e- Employee Engagement Surveys\u003cbr\u003e\u0026nbsp;- Analysis of Attrition Data\u0026lt;br- Focus Groups with Regional Managers\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 150px;\"\u003e\n \u003cp\u003e- A detailed \u0026quot;Conflict Map\u0026quot; identifying common triggers.\u003cbr\u003e\u0026nbsp;- A prioritized list of skill gaps.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e2. Pilot Testing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e- Roll out 3 core modules in the Kolkata region.\u0026lt;br- Pre- and Post-training skill assessments.\u003cbr\u003e\u0026nbsp;- Monitor key metrics (e.g., team morale).\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e- A validated training curriculum.\u003cbr\u003e\u0026nbsp;- Initial data on training effectiveness.\u003cbr\u003e\u0026nbsp;- A group of internal program champions.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e3. Feedback \u0026amp; Iteration\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e- Collect structured feedback via surveys \u0026amp; interviews.\u003cbr\u003e\u0026nbsp;- Review performance dashboards.\u003cbr\u003e\u0026nbsp;- Revise content and delivery method.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e- Version 2.0 of the training program.\u003cbr\u003e\u0026nbsp;- A list of lessons learned for the scale-up.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e4. Scale-Up\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e- Train-the-Trainer sessions for all area \u0026amp; city leads.\u003cbr\u003e\u0026nbsp;- Full rollout across Eastern India.\u003cbr\u003e\u0026nbsp;- Integrate into onboarding.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e- A fully implemented, sustained L\u0026amp;D program.\u003cbr\u003e\u0026nbsp;- Improved overall sales morale and retention metrics.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e"},{"header":"8. Expected Outcomes","content":"\u003cp\u003eImproved Team Cohesion and Sales Morale: Teams will feel safer to communicate openly, leading to more collaborative problem-solving and innovative sales strategies.\u003c/p\u003e\n\u003cp\u003eReduced Escalation and Attrition: Managers and team members will be equipped to resolve conflicts at the local level, reducing the burden on senior leadership and improving employee retention.\u003c/p\u003e\n\u003cp\u003eEnhanced Leadership Effectiveness: Sales leaders will be perceived as more competent and fair, strengthening their authority and improving team engagement.\u003c/p\u003e\n\u003cp\u003eStrengthened Distributor Relationships: More effective conflict management will lead to healthier, more productive relationships with channel partners, directly impacting sales velocity.\u003c/p\u003e\n\u003cp\u003e\u003cimg src=\"https://myfiles.space/user_files/58895_8739fc6c57c1c19a/58895_custom_files/img1768982598.png\" width=\"747\" height=\"322\"\u003e\u003c/p\u003e"},{"header":"9. Conclusion","content":"\u003cp\u003eFor FMCG organizations operating within the socio-culturally diverse and operationally complex landscape of Eastern India, the anticipatory management of hybrid-workplace conflicts is not merely an HR initiative; it is a strategic imperative central to organizational resilience and market competitiveness. As this study demonstrates, hybrid conflict patterns in the region are shaped by linguistic plurality, culturally embedded hierarchy norms, geographically dispersed operations, and increasing digital interdependence.\u003c/p\u003e\n\u003cp\u003eIn this context, transitioning from a reactive, incident-driven conflict management approach to a structured, capability-led, and systemically embedded framework becomes essential.\u003c/p\u003e\n\u003cp\u003eStrategic investments in contextualized training architectures, digital fluency development, and leadership upskilling particularly around conflict diagnostics, virtual negotiation, and cultural intelligence equip FMCG enterprises to reframe conflict from a destabilizing variable into a catalyst for team maturation, relational trust-building, and sustained performance enhancemen.t. By institutionalizing such a framework, organizations can build a hybrid-ready sales force capable of navigating high-velocity market fluctuations, cross-functional dependencies, and multi-stakeholder coordination demands that define the Eastern Indian FMCG ecosystem.\u003c/p\u003e\n\u003cp\u003eThe implementation of this proposed conflict-resolution model is projected to yield the following quantifiable, organization-wide outcomes:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u0026bull;\u0026nbsp;\u003c/strong\u003eEnhanced Sales Force Stability:\u003c/p\u003e\n\u003cp\u003eA demonstrable decline in voluntary attrition across frontline and mid-level sales roles, arising from increased psychological safety, improved support structures, and a stronger sense of procedural fairness in conflict-handling mechanisms.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u0026bull;\u0026nbsp;\u003c/strong\u003eImproved Operational Efficiency:\u003c/p\u003e\n\u003cp\u003eA measurable reduction in leadership bandwidth spent on escalated conflicts, allowing senior management and HR to reallocate attention toward long-horizon strategic projects, capability building, and expansion planning.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u0026bull;\u0026nbsp;\u003c/strong\u003eStrengthened Channel Partner Synergy:\u003c/p\u003e\n\u003cp\u003eSignificant improvements in distributor satisfaction indices and relationship health metrics, as disputes whether logistical, financial, or interpersonal are addressed with greater professionalism, consistency, and speed. This creates a positive feedback loop that elevates sales velocity and channel reliability.\u003c/p\u003e\n\u003cp\u003e\u0026bull; Increased Leadership Legitimacy and Credibility:\u003c/p\u003e\n\u003cp\u003eHigher 360-degree leadership effectiveness scores, reflecting enhanced trust, conflict neutrality, communication clarity, and relational intelligence among people managers overseeing hybrid and geographically dispersed teams.\u003c/p\u003e\n\u003cp\u003e\u0026bull; Deepened Collaborative and High-Trust Culture:\u003c/p\u003e\n\u003cp\u003eA marked improvement in employee experience surveys on parameters such as psychological safety, participative decision-making, and cross-functional cooperation. These cultural shifts strengthen innovation capacity and normalize constructive conflict as a driver of creative problem-solving.\u003c/p\u003e\n\u003cp\u003eUltimately, for FMCG companies striving to secure sustainable advantage in Eastern India\u0026rsquo;s hyper-competitive market, cultivating a conflict-competent hybrid sales organization is a high-impact strategic lever. This research provides a comprehensive, evidence-informed framework that enables firms to translate conflict-management maturity into measurable business outcomes, strengthened stakeholder relationships, and long-term competitive differentiation.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eEthical approval\u0026nbsp;\u003c/strong\u003e\u0026ndash; Not available as it is not required for the paper.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to participate\u003c/strong\u003e \u0026ndash; Yes, we are excited to participate.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to publish\u003c/strong\u003e \u0026ndash; Yes , for publishing by the Authors\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthor Contribution\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAuthor 1 - Rupam Kumar Saha - Design, Review, Methodology, Recommendations.Author 2 - Sohini Roy Choudhury - Data Cleaning, Results Analysis.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAcknowledgement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot Available\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n \u003cli\u003eASSOCHAM. (2023).\u003cem\u003eLogistical challenges and market potential in Eastern India\u003c/em\u003e. The Associated Chambers of Commerce and Industry of India.\u003c/li\u003e\n \u003cli\u003eDeloitte. (2022).\u003cem\u003eThe future of work in India: From pandemic to possibility\u003c/em\u003e. Deloitte Insights.\u003c/li\u003e\n \u003cli\u003eFeitosa, J., \u0026amp; Salas, E. (2020).\u003cem\u003eCulture in hybrid teams: A review and a research agenda\u003c/em\u003e. Springer.\u003c/li\u003e\n \u003cli\u003eGoldsmith, M., \u0026amp; Lynggaard, F. (2022).\u003cem\u003eThe hybrid workforce: How to lead effectively in a post-pandemic world\u003c/em\u003e. Kogan Page Publishers.\u003c/li\u003e\n \u003cli\u003eGratton, L. (2021).\u003cem\u003eHow to do hybrid right\u003c/em\u003e. Harvard Business Review, 99(3), 66-74.\u003c/li\u003e\n \u003cli\u003eIBEF. (2023).\u003cem\u003eFMCG industry in India\u003c/em\u003e. India Brand Equity Foundation.https://www.ibef.org/industry/fmcg\u003c/li\u003e\n \u003cli\u003eKumar, A., \u0026amp; Sharma, P. (2021).\u003cem\u003eManaging sales force in the new normal: Challenges and strategies for the FMCG sector\u003c/em\u003e. Journal of Business and Retail Management Research, 15(2), 45-56.\u003c/li\u003e\n \u003cli\u003eNielsenIQ. (2022).\u003cem\u003eThe state of the FMCG sector in India: A mid-year review\u003c/em\u003e. NielsenIQ Global Link.\u003c/li\u003e\n \u003cli\u003ePeopleStrong. (2022).\u003cem\u003eAnnual trends in attrition and hiring: Indian FMCG sector\u003c/em\u003e. PeopleStrong Research.\u003c/li\u003e\n \u003cli\u003ePwC. (2023).\u003cem\u003eL\u0026amp;D in 2023: How organizations are reskilling for the future\u003c/em\u003e. PwC\u0026apos;s Global Workforce Hopes and Fears Survey.\u003c/li\u003e\n \u003cli\u003eRunde, C. E., \u0026amp; Flanagan, T. A. (2010).\u003cem\u003eBuilding conflict competent teams\u003c/em\u003e. Jossey-Bass.\u003c/li\u003e\n \u003cli\u003eSharma, A. (2023). Impact of Digitalization and Channel Conflicts in FMCG Sector. TIJER 10(5). https://tijer.org/tijer/papers/TIJER2305026.pdf\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Conflict Competence, Leadership Agility, Learning and Development, Blended Learning, Organisational Behaviour","lastPublishedDoi":"10.21203/rs.3.rs-8496003/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8496003/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe FMCG industry\u0026ensp;in East India (West Bengal, Odisha, Bihar, Jharkhand and North Eastern States) is at an inflection point. Hybrid sales architectures have appeared rapidly in the last decade, changing the traditional sales environment and promoting operational flexibility and\u0026ensp;a higher market responsiveness. More than\u0026ensp;a half of companies in the FMCG sector have confirmed practicing hybrid form of work in their companies, and with that significant shift towards such kind of work possible new type of interpersonal/structural/cultural conflicts are causing\u0026ndash;communication asymmetries, perceived inequities between field and office staff members, logistical fragmentation etc.(Remote And Hybrid Work In The FMCG Industry Statistics: ZipDo Education Reports 2025, 2025) and linguistic-cultural dissonance inherent to the Eastern Indian context. While not specifically examining conflict in teams, recent research also underscores the\u0026ensp;vital role of methodical sales personnel recruitment practices that can help develop effective sales communities in FMCG context as part of organizational resilience programs (Bagga \u0026amp; Siddiqui, 2024) and contribute to team cohesion, trust and performance as well. Built on an extensive secondary research approach, this paper draws from insights in respect of hybrid work dynamics, cross-cultural conflict handling and leadership\u0026ensp;agility drawn from state-of-the-art literature as well as sector-specific inputs provided by the FMCG industry operating in Eastern India. Such an\u0026ensp;analysis points to what is a devastating capability gap: encounters of \u0026lsquo;old-fashioned\u0026rsquo; standard-based interventions in the field of conflict management, which are not up to the task of counteracting digitally mediated, contextually embedded disputes that characterize dispersed, hybrid sales networks. (Sharma, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2023\u003c/span\u003e)\u003c/p\u003e \u003cp\u003eTo bridge this gap, the paper advances a multi-dimensional capability-building framework that redefines Learning and Development (L\u0026amp;D) in the FMCG sales function. The proposed model integrates:\u003c/p\u003e \u003cp\u003eTiered, role-contingent curricula customized for field executives, frontline managers, and senior leadership to ensure vertical alignment of conflict competence;\u003c/p\u003e \u003cp\u003eA blended pedagogy combining micro learning, experiential simulations, serious gaming, and virtual mediation labs to enable deep behavioral learning;\u003c/p\u003e \u003cp\u003eCultural and linguistic localization of training modules, leveraging regional case vignettes and vernacular digital content to enhance relevance and engagement; and\u003c/p\u003e \u003cp\u003eThe integration of AI-driven conversational analytics, adaptive learning platforms, and VR-based conflict simulations to build real-time feedback loops and immersive skill reinforcement.\u003c/p\u003e \u003cp\u003eFurthermore, the framework institutionalizes a data-driven developmental feedback system supported by structured mentorship and longitudinal behavioral assessments to ensure sustained competence transfer and measurable impact. The anticipated outcomes include attrition reduction through enhanced psychological safety, operational synergy across hybrid interfaces, strengthened distributor relationship management, and a cultural reorientation toward constructive conflict engagement.\u003c/p\u003e \u003cp\u003eUltimately, this paper contends that for FMCG enterprises operating in the complex socio-cultural landscape of Eastern India, cultivating conflict-competent hybrid sales teams is a strategic imperative for sustained competitive advantage. By reframing conflict from an operational liability into a strategic learning lever, the proposed framework offers an evidence-based roadmap to foster trust, adaptability, and high-performance collaboration across geographically and functionally dispersed sales ecosystems.\u003c/p\u003e","manuscriptTitle":"Building Conflict Competent Hybrid Sales Teams, A Customized L\u0026amp;D Framework for FMCG in Eastern India","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-01-21 08:16:50","doi":"10.21203/rs.3.rs-8496003/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"7e2e7ca8-4b37-492d-a3df-bfb721011421","owner":[],"postedDate":"January 21st, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2026-03-09T09:55:00+00:00","versionOfRecord":[],"versionCreatedAt":"2026-01-21 08:16:50","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8496003","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8496003","identity":"rs-8496003","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}