As an action learning coach, how would you handle the following situation:
The participants are asking extraordinarily curious questions.
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As an action learning coach, how would you handle the following situation:
Several team members are sitting with their arms folded across their chest.
As an action learning coach, how would you handle the following situation:
You are working with a team of really important people. Their phones are ringing continually. Members are moving in and out of the sessions to respond to emergency situations that cannot wait until after the meeting. Your inclination is to try to get them to put the devices away. They refuse and come up with a team norm for how they will handle decision making with whoever is in the room.
As an action learning coach, how would you handle the following situation:
The team feels they are at a point that it would be useful to brainstorm.
As an action learning coach, how would you handle the following situation:
Someone starts capturing the important notes on the white board. They are doing the filtering of what is important without checking with the rest of the team. In other words they are only capturing what sounds important to them.
As an action learning coach, how would you handle the following situation:
A participant shows up for a session and has not completed the promised action.
We used Action Learning to build a shared vision between owner and management team and developed the goal of creating a so-called self-developing team. We have seen a visible growth of integration inside the company, strengthening the culture of mutual trust and respect. The team and the level of integration inside the team became a value for the team itself.
“Our meetings are now held in the manner of Action Learning, without interruptions, focusing on what was said and not on who said it.”
Vladimir Plasvsky
Owner
Aquaecology
As an action learning coach, how would you handle the following situation:
A team member does a process check.
As an action learning coach, how would you handle the following situation:
The team is focusing on a problem in another division that they have no influence over.
As an action learning coach, how would you handle the following situation:
A member arrives to a three hour session one hour late. You conduct coaching inquiries and he is smoothly integrated into the team. 15 minutes later he is exchanging friendly but sarcastic comments with a team member that end with him using a hand gesture toward that member that would cause most folks to take offense.
As an action learning coach, how would you handle the following situation:
The team is having trouble coming to consensus.
As an action learning coach, how would you handle the following situation:
The members were enthusiastic to help the problem presenter. They asked many good questions. However, the problem presenter responded it’s confidential information and would not answer some of the questions. Members felt they were not able to help the problem presenter if their questions were not answered. Consequently, they could not see the value of action learning in this instance. But the problem presenter felt the session was useful to him in addressing his problem.
As an action learning coach, how would you handle the following situation:
The team starts to identify actions before the end of the session.
Leading the learning function within a large and fast growing company as Google, WIAL Action Learning is attractive both in its structure and its results. Through the virtual session we experienced, we were able to bring Action Learning to our teams and integrate the methodology into our problem solving and decision making groups.
“WIAL Action Learning is attractive both in its structure and its results.”
Dr. Veronica Haight
Google People Operations
Google
As an action learning coach, how would you handle the following situation:
Someone asks a question that changes the depth and understanding of the true nature of the problem.