Key points of this lesson, in order.
Gridlock and How Systems Resolve It
What you will learn
Your objective. By the end of this lesson, you will be able to explain gridlock and how systems resolve it. Gridlock is a situation where several banks are each waiting for funds from another bank in the group, and no bank can settle its queued payments because each one is waiting for the next.
Why it matters. For a business analyst, gridlock is a reminder that payment systems are networks, and the behaviour of one participant affects all the others.
Chapter objective: Learner manages intraday liquidity, explains funding sources, queues, and gridlock, and calculates a bank liquidity position from opening balance, inflows, outflows, and reserves. Learner applies this skill in realistic banking scenarios, with clear examples and correct terminology throughout.
Key learning points
- Gridlock: situation where several banks
- Gridlock stalemate
- Cycle-based gridlock resolution
- Gridlock resolution typically runs automatically
- Coordinating with major counterparties
Key terms
Liquidity: Cash or assets that a bank can use immediately to meet payment obligations. Banks manage liquidity by forecasting inflows and outflows, funding nostro and settlement accounts, and using central bank...
Queue: A holding area in a payment system where payments wait for sufficient funds or for their turn to settle.
RTGS: Real time gross settlement, a system that settles payments one by one in real time with immediate finality.
Payment flow diagram showing Gridlock and How Systems Resolve It.
Practise this lesson
Exercise
Work out what the beneficiary receives for a $10,000 payment under OUR, SHA and BEN.
Use the charge arrangement rules in this lesson and the correspondent and beneficiary bank fees named in the lesson.
- What to do. Calculate the amount credited under each of the three arrangements and state who pays each fee.
Correct result. Under OUR the sender pays all charges and the beneficiary receives the full amount. Under SHA the sender pays the sending charges and the beneficiary pays the receiving charges. Under BEN the beneficiary pays all charges and receives the amount less all fees.
Why. The charge arrangement decides who pays and how much arrives. A customer who was promised the full amount and receives less will complain, and the complaint lands on the analyst.
Check your understanding
Practice question
Which of the following best describes gridlock and how systems resolve it?
Takeaway and next step
What to remember
For a business analyst, gridlock is a reminder that payment systems are networks, and the behaviour of one participant affects all the others.
Settle a payment like the one in this lesson and watch the liquidity and finality behaviour.
Builds on "Liquidity Saving Mechanisms and Queuing".
Transcript and full text
Show transcript
Gridlock is a situation where several banks are each waiting for funds from another bank in the group, and no bank can settle its queued payments because each one is waiting for the next. Imagine Bank A waiting for funds from Bank B, Bank B waiting for funds from Bank C, and Bank C waiting for funds from Bank A. Each bank has enough incoming payments to cover its outgoing payments, but none of them can move first. The system is stuck, even though the overall position is sound. Gridlock is a real risk in RTGS systems, and it tends to appear on busy days or when a large participant is delayed. Payment systems resolve gridlock with a process called gridlock resolution, which searches the queues for a set of payments that can settle together. The system looks for a cycle of queued payments where each bank's outgoing payments are covered by its incoming payments within the set, and then settles the whole set simultaneously. This requires the system to have a complete view of all queued payments and all account balances, and to be able to calculate whether a proposed set can settle safely. Gridlock resolution typically runs automatically at intervals, and it can also be triggered manually by the system operator when queues build up. Banks can also help prevent gridlock by managing their payment submission behaviour. Sending large payments early in the day, before incoming funds have arrived, increases the chance of queuing and gridlock. Spreading payments through the day, coordinating with major counterparties, and using liquidity forecasts to time large payments all reduce the risk. Some systems also encourage good behaviour by publishing queue information or by charging for excessive queuing. For a business analyst, gridlock is a reminder that payment systems are networks, and the behaviour of one participant affects all the others. Take a concrete gridlock in T2 on a busy morning. Bank A owes Bank B EUR 120 million, Bank B owes Bank C EUR 100 million, Bank C owes Bank A EUR 110 million, and each bank holds only EUR 30 million in its T2 account. No single payment can settle, because each bank is short of the amount it owes, yet the circle as a whole is sound: total inflows of EUR 330 million cover total outflows of EUR 330 million. The gridlock resolution algorithm finds the cycle, checks that every bank can cover its net position inside the set, and settles all three payments simultaneously, moving EUR 120 million, EUR 100 million and EUR 110 million in one atomic step. Without the algorithm, the three payments would sit in the queue until fresh funds arrived, possibly for hours. Gridlock resolution can fail, and operations must know what happens then. If the algorithm cannot find a settling set because one bank in the cycle is short even after netting, the payments stay queued and the system tries again at the next cycle, usually every few minutes. The operator can intervene by releasing a payment manually, by asking a bank to fund its account, or by splitting a large payment into smaller ones that can settle. In T2 the operator also has bilateral and multilateral offsetting, which settles two banks against each other before running the full resolution. A bank that repeatedly causes gridlock may face higher charges or a call from the central bank, because its payment behaviour is a risk to the whole system. For a business analyst, gridlock is a requirements topic, not just a theory topic. The hub must show operations the queue depth per bank, the age of the oldest queued payment, and which payments are blocked by gridlock rather than by a simple lack of funds. Test scenarios must include a three bank cycle, a cycle that cannot settle, and a cycle that resolves only after a funding payment arrives. The BA should also capture the liquidity saving features the bank uses, such as offsetting, prioritisation and reservation, because each one changes how the queue behaves. A payment product that cannot explain why a payment is queued will generate calls from customers and from counterparties, and the queue display is where that explanation starts.
Gridlock is a situation where several banks are each waiting for funds from another bank in the group, and no bank can settle its queued payments because each one is waiting for the next. Imagine Bank A waiting for funds from Bank B, Bank B waiting for funds from Bank C, and Bank C waiting for funds from Bank A. Each bank has enough incoming payments to cover its outgoing payments, but none of them can move first. The system is stuck, even though the overall position is sound. Gridlock is a real risk in RTGS systems, and it tends to appear on busy days or when a large participant is delayed.
Payment systems resolve gridlock with a process called gridlock resolution, which searches the queues for a set of payments that can settle together. The system looks for a cycle of queued payments where each bank's outgoing payments are covered by its incoming payments within the set, and then settles the whole set simultaneously. This requires the system to have a complete view of all queued payments and all account balances, and to be able to calculate whether a proposed set can settle safely. Gridlock resolution typically runs automatically at intervals, and it can also be triggered manually by the system operator when queues build up.
Banks can also help prevent gridlock by managing their payment submission behaviour. Sending large payments early in the day, before incoming funds have arrived, increases the chance of queuing and gridlock. Spreading payments through the day, coordinating with major counterparties, and using liquidity forecasts to time large payments all reduce the risk. Some systems also encourage good behaviour by publishing queue information or by charging for excessive queuing. For a business analyst, gridlock is a reminder that payment systems are networks, and the behaviour of one participant affects all the others.
Take a concrete gridlock in T2 on a busy morning. Bank A owes Bank B EUR 120 million, Bank B owes Bank C EUR 100 million, Bank C owes Bank A EUR 110 million, and each bank holds only EUR 30 million in its T2 account. No single payment can settle, because each bank is short of the amount it owes, yet the circle as a whole is sound: total inflows of EUR 330 million cover total outflows of EUR 330 million. The gridlock resolution algorithm finds the cycle, checks that every bank can cover its net position inside the set, and settles all three payments simultaneously, moving EUR 120 million, EUR 100 million and EUR 110 million in one atomic step. Without the algorithm, the three payments would sit in the queue until fresh funds arrived, possibly for hours.
Gridlock resolution can fail, and operations must know what happens then. If the algorithm cannot find a settling set because one bank in the cycle is short even after netting, the payments stay queued and the system tries again at the next cycle, usually every few minutes. The operator can intervene by releasing a payment manually, by asking a bank to fund its account, or by splitting a large payment into smaller ones that can settle. In T2 the operator also has bilateral and multilateral offsetting, which settles two banks against each other before running the full resolution. A bank that repeatedly causes gridlock may face higher charges or a call from the central bank, because its payment behaviour is a risk to the whole system.
For a business analyst, gridlock is a requirements topic, not just a theory topic. The hub must show operations the queue depth per bank, the age of the oldest queued payment, and which payments are blocked by gridlock rather than by a simple lack of funds. Test scenarios must include a three bank cycle, a cycle that cannot settle, and a cycle that resolves only after a funding payment arrives. The BA should also capture the liquidity saving features the bank uses, such as offsetting, prioritisation and reservation, because each one changes how the queue behaves. A payment product that cannot explain why a payment is queued will generate calls from customers and from counterparties, and the queue display is where that explanation starts.
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