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). In addition to answering the question, the sponsor talks about the context, history, options, ideas for solutions, etc., etc. As coach, you’ve asked the boss – “what question are you answering?” The boss indignantly says that one. You ask what was it? He says – “I don’t know.” This happens with each question regardless of whether it is closed or open. The team members are uncomfortably aware of this high power distance (respect for authority) and say it’s ok.
As an action learning coach, how would you handle the following situation: The participants have asked some very powerful questions and are clearly building on each others questions.
As an action learning coach, how would you handle the following situation: A participant is convinced of the true nature of the problem and repeats the same questions over and over in an effort to persuade the others, even after others have made it clear that they do not believe that is the real problem is. They believe that what this particular participant is advocating is just another symptom.
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.
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.
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.