WIAL Talk
Scenario: Eye lock(2024)
Scenario: Closed Question(2024)
Scenario: Problem Shift(2024)
Scenario: Long Problem Statement(2024)
Scenario: Process(2024)
Scenario: Windows(2024)
Scenario: Shifting to Solution(2024)
Scenario: One on One(2024)
Scenario: Unanswered questions(2024)
Scenario: Electronics(2024)
Scenario: Left out(2024)
Scenario: Problematic Problem Presenter (2024)
Scenario: Low Energy(2024)
Scenario: Deep Learning(2024)
Scenario: Coffee Break(2024)
Scenario: Curious Questions(2024)
Scenario: Body Language(2024)
Scenario: Important People(2024)
Scenario: Inspiration(2024)
Scenario: Self Conversation (2024)
Scenario: Brainstorming(2024)
Scenario: Power of the Pen(2024)
Scenario: Spinning(2026)
Scenario: Missing Action(2024)
Scenario: Self monitoring(2024)
Scenario: Other problem(2024)
Scenario: Unkind Gesture(2024)
Scenario: Pulling Rank(2024)
Scenario: Consensus(2024)
Scenario: Non-responsive(2024)
Scenario: Clear Actions(2024)
Scenario: Confirming Thought (2024)
Scenario: Smack(2024)
Scenario: Powerful Question(2024)
Scenario: Coach Useless(2024)
Scenario: Outta Here(2024)
Scenario: Too slow
Scenario: Coaches Advice
Scenario: Last call
Scenario: PP Question
Scenario: Rabbit Hole
Scenario: Clowning Around
Scenario: Learning Organization
Scenario: Door
Scenario: Sit still
Scenario: Promises
Scenario: Explaining
Scenario: Multiple Problems
Scenario: All together
Scenario: Stump stump
Scenario: Run for it
Scenario: Wrap it up
Scenario: Skill transference
Scenario: Identical Actions
Scenario: Location Location
Scenario: Consensus?
Scenario: My View
Scenario: Mind Mapping
Scenario: Close
Scenario: Day 2
Scenario: True Leader
Scenario: Visuals
Scenario: TMI
Scenario: Verbose
Scenario: Rapid Fire
Scenario: Tick tock
Scenario: Butting in
Scenario: Coach questioned
Scenario: Leg Stretch
Scenario: Bathroom Break
Scenario: Too Much Information
Scenario: The Race is On
I would ask the problem presenter if they agree that what the team is saying is actually the problem. I would then ask that the group focus during the next segment on asking questions related to that problem. I would give them a decent amount of time so that they don’t rush, and by asking questions I think they will uncover underlying issues.
Scenario: Repetitive Questions
Time for an intervention! If the team is going around in circles, the questions they have been asking aren’t getting answered to anyone’s satisfaction. I would ask the team what they think they are doing well and what needs improvement, and I would myself answer the latter (after they have had a chance) by saying I think they are asking the same questions over and over. I would note these questions and ask the group why they think no one has been able to answer these completely as yet, prompting them to think about these questions from a new perspective. Then I would ask them to see if they have agreement on the problem, and we would move on to the next segment.
Scenario: Action Assistance
This poses an interesting problem. This shows me that the group’s suggested actions were not clear enough, and the group needs to come back together again to further refine and clarify the actions. I would call a quick session for the group to do this — maybe 45 minutes. We would start with the actions that we finished the last session with, and show that the new problem is that the problem presenter does not feel they can take these actions on their own. This would hopefully lead to teamwork and delegation, or it would lead to a simplification of the actions.
Scenario: Refusal to Participate
One of the keys to Action Learning is the diversity of thought that the group brings to problem-solving. If one person does not want to participate, I would first try to talk to this person individually and find out why, and see if, as a coach, I can find a way to help this person see the value in their participation. If this does not work, I would look at the size of my group — if the group is big enough to move ahead without this person, I would do so, and ask this person to stay and observe so that they might better understand Action Learning and hopefully participate in a different session. If we do not have enough people to go ahead, I would have to cancel and find another willing participant.
Scenario: Building Questions
This shows me the group is working really well together. I would let them work for a few minutes longer, and then intervene, asking them what they think the group is doing well and what the group can work on. This would allow them to focus on their building questions, followed by a clear look at what everyone thinks the problem is. Hopefully the build of questions is getting everyone on the same page about the problem and this intervention will help them see that.
Scenario: Refusal to Participate
Scenario: Building Questions
Scenario: Action Assistance
Scenario: Leading Questions
Scenario: Repetitive Questions
Scenario: Own World
Scenario: Question Question Question
Scenario: The Race is On
Scenario: Testing Team
Scenario: Tools
Scenario: Team work
Scenario: Deeply moved
Scenario: Chit Chat
Scenario: Us vs Them
Scenario: Back tracking
Scenario: Authority Rules?
Scenario: Laughter
Scenario: Bad Experiences
Scenario: Translation
Scenario: Distrust
Scenario: Intervention timing
Scenario: Problem or Puzzle
Scenario: Please explain
Scenario: Action refusal
Scenario: Confidentiality
Scenario: Trust
Scenario: Take charge
Scenario: Expert
Scenario: Unavailable Member
Scenario: Multifaceted
Scenario: Guess
Scenario: Speed racer
Scenario: Multiple Responses
Scenario: Ignored Norms
Scenario: Limited Choice
Scenario: Group Question
Scenario: Silent Observer
Scenario: Spinning
Scenario: No no norm
Scenario: Wiped Out
Scenario: Relocating
Scenario: Forgotten norms
Scenario: Favorite Tool
Scenario: Too Hot
Scenario: Done
Scenario: Poignant Question
Scenario: multiple views
Scenario: Takeover
Scenario: Time Check
Scenario: Nothing
Scenario: Two owners
Scenario: The boss
Scenario: Silo-ed Participants
Scenario: Wow
Scenario: Multiple variables
Scenario: Learnings
Scenario: Multiple Levels
Scenario: New tool
Scenario: Empty toolbox
Scenario: Laundry List
Scenario: Nerve hit
Scenario: Changing Roles
Scenario: Locked to the table
Scenario: Executive Coaching
Scenario: Facilitator
Scenario: Eager Team Member
Scenario: Multiple Behaviors
Scenario: Insufficient Time
Scenario: Passing Notes
Scenario: Missing Action
Scenario: Opposite Behavior
Scenario: Presenter Questions
Scenario: Repeat Behavior
Scenario: Fire
Scenario: One bite at a time
Scenario: Distrusting Culture
Scenario: Missing Sponsor
Scenario: Quick Response;
Scenario: Conflicting Priorities
Scenario: Missing Participants
Scenario: Emotional moment
Scenario: Prioritized Problems
Scenario: Broken Trust
Scenario: Meyers Brigg
Scenario: Pre-existing Condition
Scenario: Learning Styles
Scenario: Finish Up
Scenario: Process Question
Scenario: Taking notes
Scenario: Open says me
Scenario: New information
Scenario: Enough is enough
Scenario: Agreement
Scenario: Overly Focused
Scenario: Finally
Scenario: Eye lock
Scenario: Closed Question
Scenario: Long Problem Statement
Scenario: Process
Scenario: Windows
Scenario: Shifting to Solution
Scenario: One on One
Scenario: Unanswered questions
Scenario: Electronics
Scenario: Left out
Scenario: Problematic Problem Presenter
Scenario: Low Energy
Scenario: Deep Learning
Scenario: Coffee Break
Scenario: Curious Questions
Scenario: Body Language
Scenario: Important People
Scenario: Brainstorming
Scenario: Power of the Pen
Scenario: Missing Action
Scenario: Self monitoring
Scenario: Other problem
Scenario: Unkind Gesture
Scenario: Consensus
Scenario: Non-responsive
Scenario: Clear Actions
Scenario: Powerful Question
Scenario: Powerful Question
Scenario:My Time
As an action learning coach, how would you handle the following situation:
Well answering the question “What could be better?” the team slips back into problem solving even though you have not concluded the check in.