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Posts Tagged ‘ActionLearning Coach’

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.
As an action learning coach, how would you handle the following situation: During the learning check-in the team has identified all of the learning opportunities you had noted both in terms of what went well and what could be better.
As an action learning coach, how would you handle the following situation: The team will only be working on this problem for one session. It’s extremely urgent that they find a solution to the problem, as lives are literally at risk. Every time the team seems close to getting to consensus a question is asked that takes them someplace else. You realize there are two levels that are being looked at – some participants are focused at a single group level (How do I address this with my group?), others at a corporate level (How do I address this with all groups?).
As an action learning coach, how would you handle the following situation: You recently attended training and learned a new way of doing root cause analysis. You know if you share this with the team they will be able to identify the real problem much quicker.
As an Action Learning coach, how would you handle the following situation: The team is not utilizing any tools for problem solving other than Action Learning.
As an action learning coach, how would you handle the following situation: The team starts brainstorming some great solutions; stopping short of actually developing a fully and clearly implementable plan.
As an action learning coach, how would you handle the following situation: An extraordinarily deep question is asked. The responder sits quietly for a minute than begins to weep.
As an action learning coach, how would you handle the following situation: You have changed roles from participant to coach. One of the team members asks you a problem related question.
As an action learning coach, how would you handle the following situation: A team member is an executive coach and decides to use this skill to investigate what is really going on for the problem presenter. They ask a series of questions in a row. They have shifted it to a one on one session to the point that they have turned their back to the rest of the team to have this poignant conversation with the problem presenter.
As an action learning coach, how would you handle the following situation: Someone from the team steps up and starts facilitating the session. For example, standing up, grabbing a marker and saying we should do a force field analysis – what are the things supporting this activity? What are those against it?