As an action learning coach, how would you handle the following situation:
A member responds to a closed question with an open answer.
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As an action learning coach, how would you handle the following situation:
The team decides to capture some of the information they are discussing on a white board. The person that moves to the white board flips the leadership skills out of view.
As an action learning coach, how would you handle the following situation:
A member of the team bangs their hands on the table and stands angrily.
As an action learning coach, how would you handle the following situation:
The team has agreed they are at consensus as to the true nature of the problem. When you ask who has the next question they continue to question the nature of the problem versus moving towards solutions.
As an action learning coach, how would you handle the following situation:
The team has generated a number of alternative perceptions, ideas, opinions, facts, etc. as to the true nature of the problem. Then the team starts focusing in on one (e.g., debating the merits or validity of the specific component) and omits other items from explicit consideration.
As an action learning coach, how would you handle the following situation:
A team member finally asks the question that you knew would bring the whole situation to light. The rest of the team responds but is confident that is not where the real problem lies.
As an action learning coach, how would you handle the following situation:
The problem presenter locks eyes with you when presenting the problem and appears to be just talking to you.
As an action learning coach, how would you handle the following situation:
You are working with a team new to Action Learning. The first questions is a closed question.
HR Friday used Action Learning to move from a social network to a social enterprise. The organization’s key volunteers developed the long term plan and established task force teams to implement the plan in a single year. At the same time, participants developed their leadership and questioning skills tremendously.
“We made great progress in delivering courses and sharing sessions to Taiwan’s HR community. Four years after the start of the Action Learning program, we keep on using Action Learning in our talent development program and in our management meetings.”
Charles Lu
Founder & CEO
HR Friday
As an action learning coach, how would you handle the following situation:
You ask the problem presenter to briefly state the problem but the person continues on for an inordinate period of time not only stating the problem but also describing contextual details related to the problem.
As an action learning coach, how would you handle the following situation:
The team is having trouble coming to consensus. You’ve asked what would help them come to consensus – they say ask more questions and immediately start asking questions before you have closed out the learning.
As an action learning coach, how would you handle the following situation:
The team is working on a porch with windows around three sides. As the session starts two participants stand up at the same time. One walks to one side of the room and closes a window, the other walks to the other and opens a window.
As an action learning coach, how would you handle the following situation:
The team has reach consensus on the problem and the goal but is having trouble transitioning to the solution phase.
As an action learning coach, how would you handle the following situation:
A single team member is asking all the questions of the problem presenter, the remainder sitting back observing.
As an action learning coach, how would you handle the following situation:
Participants are asking question upon question and no one is answering.