As an action learning coach, how would you handle the following situation:
You schedule 90 minutes for an Action Learning session. 60 minutes in the team has a clear solution.
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As an action learning coach, how would you handle the following situation:
Most of the members rate the team at a 5 or 6 for how they are doing as a team. One member rates a 2 another a 9 on a scale of 1 – 10.
As an action learning coach, how would you handle the following situation:
The team wants the last 15 minutes to finish up the problem instead of doing the final reflection.
As an action learning coach, how would you handle the following situation:
A team member says something very offensive – followed by “no offense”
As an action learning coach, how would you handle the following situation:
Your favorite tool for diagraming a problem is a mind map. You know doing this would help the team see this problem much more clearly.
As an action learning coach, how would you handle the following situation:
A higher ranking participant of the team decides to pull rank and asks another team member – “Do you want to stay employeed?”
As an action learning coach, how would you handle the following situation:
The teams members are locked to the table. They are adhering to the two grounds rules but not making use of any other resources.
As an action learning coach, how would you handle the following situation:
You say “may I do a checkin?” amd a team member says “NO”
As an action learning coach, how would you handle the following situation:
You’ve been working many hours and the team is clearly exhausted.
As an action learning coach, how would you handle the following situation:
A member if the team decides they know the problem and the solution, so they will sit quietly until everyone else figures it out.
As an action learning coach, how would you handle the following situation:
A member if the team doesn’t understand the process and decides “EVERYONE” doesn’t understand.
As an action learning coach, how would you handle the following situation:
Your action learning group has met several times, asking questions to better clarify the nature of the problem as presented by the problem owner’s delegate in the initial session. It became clear after the second session however that the delegate could not answer most of the questions the group was posing, so the group agreed the problem owner should be invited to the next session. The problem owner came to the next session for about 45 minutes due to his tight schedule, and cancelled two meetings with the group over the next month. The delegate was running into scheduling roadblocks with the problem owner, despite his initial pledge that he was fully supportive of the effort. The delegate was becoming concerned that she was loosing credibility with team members and that they were losing motivation to participate.
As an Action Learning Coach how would you handle the following situation:
During the Single Problem Action Learning session, the coach reminds all team members a few times that they have to think about the actions they will commit to at the end of the session, in preparation for the follow up session. When the coach asks for the actions at the end of the session, several people have listed the same or nearly identical action. How would you react as coach ?
As an Action Learning Coach how would you handle the following situation:
The team in a single problem action learning set asks questions to the sponsor (the boss), and in addition to just answering the question, the sponsor talks about the context, history, options, ideas for solutions … and this even when the question asked was a closed one … Even if the team members become aware of this, they struggle – in particular in a high power distance (respect for authority) – to do anything about it. How would you as a coach intervene ?
As an Action Learning Coach how would you handle the following situation:
What do you do as a coach when a team member asks a question which is obviously in no way related to the problem presented? I.e. the team is working on an organisational culture problem and the next question is “Does anyone in the group have a preference for where we have lunch?”