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.
After the boss says, “I don’t know”, turn to person asking the question and say, “Mr. ABC, would you like to repeat the question?” When the boss reply to the question, as soon as he has answered question and takes a breath, say “Thank you, sir, this will help us stay focused.” and ask the team, “Who has the next question?” This should help the boss get the idea that he is to answer the question only without rambling on.
As an action learning Coach, I handle the situation as follow:
When the boss reply ” I dont know”, I remind two Action Learning rules is that : 1. A statement of anyone in here should be an answer or a question to the team. 2. Anyone can make question to any other. And next : Who has next question?
I may point out to the team there seem to be too much information given in answering the question. What is the impact of having too much information to understanding the problem statement? I may ask the boss first and then team member after. I may then ask the team how can we help each other keep the focus?
If it is necessary, I may suggestion to take a break and have a word with the boss to understand his behaviour and the impact to the team. Given he is the sponsor, I would believe he would like to address the problem statement and would agree to behave in a positive manner to help the team take the problem statement forward. I may also point out to him about the power balance in the team and if he is comfortable for me to point it out and highlight that we need to empower the team if he is going to get the best out of each member.
The key to handling this situation as an action learning coach is to maintain a focus on the questions at hand, use active listening and reflection techniques, and create a safe space for the team members to discuss the challenges they are facing in the situation. By doing so, the team members can learn from the experience and develop skills to communicate more effectively in the future.
When the boss said” I don’t know”. It means he is angry and close the window. I would like to conduct a intervention that “I found that you provide the background, history, options, ideas for solutions. You must have positive intentions, what could it be?”
If I can I will arrange a break. I would clarify the purpose of the boss. If he want to observe the depth of thinking of subordinates, it is necessary for subordinates to express more. If he want to deal with the question with some new idea and grow team’s leadership, it will be great if we follow the principle as the “simple questions and answers”. Then I would get alignment with boss on principle in the next phase.
After all paricipants come back, I will emphasize AL purpose and principle again such as solving PP’s question, every participants can grow their leadership and team effieciency. Then ask “Who is the next?”
Cynthia Wong
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After the boss says, “I don’t know”, turn to person asking the question and say, “Mr. ABC, would you like to repeat the question?” When the boss reply to the question, as soon as he has answered question and takes a breath, say “Thank you, sir, this will help us stay focused.” and ask the team, “Who has the next question?” This should help the boss get the idea that he is to answer the question only without rambling on.
Reply
Minh Hao Phan Thi
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As an action learning Coach, I handle the situation as follow:
When the boss reply ” I dont know”, I remind two Action Learning rules is that : 1. A statement of anyone in here should be an answer or a question to the team. 2. Anyone can make question to any other. And next : Who has next question?
Reply
KW LOK
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I may point out to the team there seem to be too much information given in answering the question. What is the impact of having too much information to understanding the problem statement? I may ask the boss first and then team member after. I may then ask the team how can we help each other keep the focus?
If it is necessary, I may suggestion to take a break and have a word with the boss to understand his behaviour and the impact to the team. Given he is the sponsor, I would believe he would like to address the problem statement and would agree to behave in a positive manner to help the team take the problem statement forward. I may also point out to him about the power balance in the team and if he is comfortable for me to point it out and highlight that we need to empower the team if he is going to get the best out of each member.
Reply
Gary Liew
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The key to handling this situation as an action learning coach is to maintain a focus on the questions at hand, use active listening and reflection techniques, and create a safe space for the team members to discuss the challenges they are facing in the situation. By doing so, the team members can learn from the experience and develop skills to communicate more effectively in the future.
Reply
NAN LI
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When the boss said” I don’t know”. It means he is angry and close the window. I would like to conduct a intervention that “I found that you provide the background, history, options, ideas for solutions. You must have positive intentions, what could it be?”
If I can I will arrange a break. I would clarify the purpose of the boss. If he want to observe the depth of thinking of subordinates, it is necessary for subordinates to express more. If he want to deal with the question with some new idea and grow team’s leadership, it will be great if we follow the principle as the “simple questions and answers”. Then I would get alignment with boss on principle in the next phase.
After all paricipants come back, I will emphasize AL purpose and principle again such as solving PP’s question, every participants can grow their leadership and team effieciency. Then ask “Who is the next?”
Reply