Scenario: Other problem(2024)
Tags: Action Learning, ActionLearning Coach, Team Coach, WIAL, WIAL Action Learning, WIAL Talk
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Tags: Action Learning, ActionLearning Coach, Team Coach, WIAL, WIAL Action Learning, WIAL Talk
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sudesh prabhakaran
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As an action learning coach, it’s important to guide the team towards addressing challenges within their sphere of influence to ensure meaningful progress and impact. In this situation, I would facilitate a discussion to help the team recognize the limitations of addressing problems outside their division and encourage them to reframe their focus on issues they can directly influence. This could involve brainstorming ways to collaborate with the other division or identifying related challenges within their own division that are actionable. By redirecting their energy towards feasible solutions and leveraging their strengths, the team can maximize their effectiveness and drive positive outcomes.
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Joanna Grabowska
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W sytuacji, gdy zespół koncentruje się na problemie w innym dziale, na który nie ma wpływu, jako trenerka uczenia się przez działanie postąpiłabym następująco:
Skorzystałabym z mojego uprawnienia do interwencji i zadała pytanie: “Jakie mamy możliwości wpływu na ten problem?” lub “Czy ten problem leży w obszarze naszej kontroli i wpływu?”
Zachęciłabym zespół do refleksji nad zakresem ich wpływu i kontroli, korzystając z modelu CIA (Control, Influence, Accept), aby określić, na które aspekty problemu zespół może realnie wpływać.
Zadałabym pytania, które pomagają zespołowi skupić się na obszarach, gdzie mają realny wpływ:
“Czy ten problem mieści się w naszym kręgu wpływu?”
“Na jakie aspekty tego problemu możemy realnie wpłynąć?”
Pomogłabym zespołowi przeformułować problem tak, aby skoncentrować się na obszarach, które są w ich zasięgu. Mogłabym zapytać: “Jak możemy zdefiniować problem w sposób, który uwzględnia naszą zdolność do działania?”
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Linda Robles
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I would ask the team what their part in this problem was. Whomever the problem presenter is, I would ask them if they were able to take action if given the opportunity. I have experienced when you see a problem with another department you may think you have the resources to help. In this case, this group may be able to come up with some action items to address the problem with the other department.
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Sean Quevedo
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I would intervene and ask the team how this problem in the other division is impacting them in their responsibilities. Once the team has reached a consensus on the problem in their area of responsibility, then I would help the team redirect their questions to determine who owns the problem on their team or if it is a shared problem across the team. This will continue to generate questions and different perspectives to enable actionable items to be worked on to ultimately solve the problem.
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Yuki Liu
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Firstly, I’d ask the team whether the unresolved problem in another division has direct impact on them, and whether they have any influence over the problem. If the team thinks that this problem does not have a direct impact on them, I will ask the team to think about whether it’s worth continuing to discuss other’s problem or whether we should redefine our own problem.
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Yuki Liu
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Firstly, I would have a check on my concern with the team and ask them if they think this problem has exceeded their sphere of influence. If any member agrees, I will then ask what impact this will have on our subsequent discussion and what we decide to do next.
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Derek Laout
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I would encourage them to:
Reconsider Objectives: Evaluate whether the current focus helps them achieve their own goals.
Analyze the Sphere of Influence: Discuss which aspects of the problem are within their control or sphere of influence.
Develop Collaboration Strategies: Identify potential collaboration opportunities with the other division to influence the problem.
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Dominika Pupkowska-Bral
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I would certainly intervene if I saw that their discussion had no impact on reality. In such a situation, I would stop the group to look at our work from a bird’s eye view, using the CIA model. I would draw 3 circles on the flipchart:
– Smallest district CONTROL – “What do we have control over in this situation?” – I would ask
– Middle district INFLUENCE – “What can we influence?”
– The largest district ACCEPT – “What needs to be accepted in this situation?”
After such an analysis, I would ask the groups: “So where are we in this model?” I would then turn the floor over to the issue presenter: “Does the issue presenter have any questions about this now?” If he didn’t, I would definitely ask the group: “Considering this analysis, what is worth doing now?”
Stopping the group at such a moment will certainly bring tangible benefits for the group and the process of generating solutions. The CIA model will expand their awareness of what the group has influence over and what it should actually do.
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Anna Wójcik
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I would do an intervention in which I would ask about the scale of how we are doing, what we are doing well, what we can do better and if it does not bring an effect, I would ask if they remember the area of influence, because listening I have the impression that they may be exploring a path that they have no influence on? Do you feel the same way?
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Ratchanee Teerawanitsan
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I would ask them if the problem they raised was a good fit for the action learning process, providing them with knowledge about the characteristics of a problem that is good for the process, such as ownership and authority or management role.
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