Scenario: Relocating

As an action learning coach, how would you handle the following situation: The team decides it is too beautiful inside to stay indoors and opts to move outside to a picnic table.
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: Someone from the team gets up and turns the a/c on without checking with the other team members.

Scenario: Done

As an action learning coach, how would you handle the following situation: The team has gone as far as they can defining a solution and there is still time left in the session. What they have identified is not well defined – but is as clear as they can get at the moment.
As an action learning coach, how would you handle the following situation: The team is working for a single session on the problem of the day. As they each read out their view of the real problem it’s clear they are coming at it from multiple perspectives. Consequently, they are having trouble reaching consensus on the real problem.
As an action learning coach, how would you handle the following situation: In the midst of a corporate problem that deals with developing a business development strategy for an organization with declining business, the company is purchased by a large conglomerate.
As an action learning coach, how would you handle the following situation: The problem presenter says they were not helped at the end of the session.
As an action learning coach, how would you handle the following situation: You have two problem owners for your project. You assume that the problem owners have coordinated the presentation of the problem for the kickoff session. As soon as one starts to present the problem the other interrupts with a very different view of the problem.
As an action learning coach, how would you handle the following situation: The team consists of a vice president and four of his reports. One of the reports asks a question and the vice president asks – “Why did you ask that?”, The Vice president than asks a question that a team member than asks – “Why did YOU ask that?” – their tone makes it clear that they are retaliating for the boss having questioned someone’s question.
As an action learning coach, how would you handle the following situation: Each member of the team is focused on their own line of questioning. This becomes particularly clear when participants start asking questions they have asked multiple times.

Scenario: Wow

As an action learning coach, how would you handle the following situation: At the end of the session when you ask the team members what they will take back with them, one of the participants says – we are already seeing a shift in how we work together. It’s amazing – people are making sure they understand the problem before jumping to solutions, they are asking powerful curious questions, and they are taking time to really listen to each other.
As an action learning coach, how would you handle the following situation: The team has been working on this problem for several sessions. This will be their last session to develop a complete, implementable solution. The team is attempting to analyze the problem in a search to identify the one key variable that they can influence change to create movement in the direction of their established goal or end result. They are debating the relevance of only a few factors and seem to be ignoring the probability that the problem situation was caused or is perpetuated by multiple factors.