As an action learning coach, how would you handle the following situation:
A team new to Action Learning is working on a problem for a single session. Each member has a clear idea of what the solution is and thus only asks questions related to the solution they believe is the right one.
As an action learning coach, how would you handle the following situation:
A member asks a particularly energizing question, several members follow this with additional questions before there is time for a response.
If there’s anything a WIAL Action Learning coach remembers from their certification program, it is the power of WIAL’s Ground Rule #1: Statements can only be made in response to questions (and anyone can ask a question to anyone else). This ground rule is what makes WIAL Action Learning so powerful, and so different from other forms of Action Learning.
Read More
It started as just a simple demonstration of what action learning is all about. But after the session, clarity, and certainty for a full-blown mission that could potentially help improve the lives of many Ukrainian mothers and children refugees started.
Read More
As an action learning coach, how would you handle the following situation:
You are working with a team that values being the fastest at everything – including reaching consensus on the problem. Instead of writing the problem in their own words they mimic the words said by the Problem Presenter. They happily agree they are at consensus since the words they say match.
As an action learning coach, how would you handle the following situation:
You’ve agreed to do a demo for an organization and ask your contact to be the problem presenter. Your contact decides to test the team and the process by giving mis-information. In other words lying when they respond to questions. By the time this becomes apparent, many of the team members are upset and have made the decision that the process is stupid.
As an action learning coach, how would you handle the following situation:
You ask the team how they want to process based on how they said they could come to consensus. One of the participant shouts out an idea and jumps up to get it started before any other team members have had a chance to respond.
As an action learning coach, how would you handle the following situation:
The team is working extremely well. Exploring deeper and deeper avenues as to what the problem is.
“The first time I witnessed someone facilitating an action learning session, I felt this is what I really want to do. What I saw was everything that I believe in—people talking
about different difficult things, people asking questions, people seeing each other as equal,” she said. And so, from a human resources consultant, traveling around the world and helping companies and their people, she has set into a new career path—one that has re-ignited her passion for people development and led her to a fulfilling venture more than anything else.
Read More
As an action learning coach, how would you handle the following situation:
A team member who is neither the responder nor the questioner, becomes withdrawn after listening to the exchange that has just taken place.
As an action learning coach, how would you handle the following situation:
Two vocal members chit chatted with each instead of engaging in the problem solving. Their behavior repeated despite the intervention with team consensus to have one conversation at a time.
As an action learning coach, how would you handle the following situation:
As team members come in and sit down all the participants in leadership roles sit on one side of the table; everyone else on the other.
As an action learning coach, how would you handle the following situation:
The team has decided they should capture the themes that they are hearing on the white board. As they begin someone asks another question that leads them back to investigating the problem.
Old habits are hard to break. Close to two decades after the Philippine Department of Education implemented the School-Based Management (SBM) policy, schools were still struggling to unlearn decades worth of habits and ways of working that resulted from a centralized system.
Read More
As an Action Learning coach, how would you manage a situation whereby during the session, the Problem Presenter, the one with the highest authority within the team continuously prompts other team members to ask questions because he is impatient?