Marquardt, M. J. (2004). Chapter 8: Introducing, implementing, and sustaining action learning. Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time. Yarmouth, ME, USA:

Readings:

Marquardt, M. J. (2004). Chapter 8: Introducing, implementing, and sustaining action learning.

Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time. Yarmouth, ME, USA: Nicholas Brealey Publishing.

Pedler, M., & Abbott, C. (2013). Chapter 1: Action learning: Its origins and

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principles.

1.

A group of 20 from different
departments from within an organization

 

is put together to form an action learning set. At their
meetings, every

 

 

 

person is allowed to present and
receive feedback from other set

 

members and their coach. At
first they are allowed to present and

 

receive feedback for a half hour each but group members become

 

 

 

exhausted from 10 hour meetings.
Then this time is cut to 5 minutes

 

per person but group members feel they are unable to learn or
get

 

 

 

adequate feedback from their coach and other group members in
this

 

amount of time.

 

 

2.

A CEO picks an important problem
for an action learning group

 

consisting of five senior managers. The group meets every
month for

 

 

 

a full day for nine months.
After nine months, each group member

 

feels that they have learned a
lot from receiving feedback every

 

month and has improved several areas of their leadership
skills. The

 

 

 

group presents to the CEO a detailed plan along with steps
they have

 

already taken to help solve the problem and the results they
have

 

 

For this assignment, pretend that you are a leadership
development

 

coach assigned to help some
organizations fix their action learning programs. For each of the scenarios
below, explain what you think went

wrong and how it could be fixed
based on what you have learned about action learning in the background
readings. For each of the three

scenarios, explain your
diagnosis and use at least one citation from the required readings to support
your diagnosis. Your paper should be two to three pages in length:

Facilitating Action Learning: A Practitioner’s Guide. Maidenhead: McGraw-Hill Education.

[EBSCO eBook Collection]

Passmore, J. (2011). Chapter 3: Action learning supervision for coaches. Supervision in

Coaching: Supervision, Ethics, and Continuous Professional Development. London: Kogan

Page. [EBSCO eBook Collection]

Kristiansen, T. (2010). Align corporate learning with strategy setting. [Books24x7 version]

 

 

seen. But the CEO is upset because they didn’t come up
with the

 

solution the wanted and orders the group out of his
office.

3.

A group of several managers is put together to form an action

 

 

 

 

learning set. The group members are very motivated to
start this

 

program and excited about the possibilities for developing
their skills.

 

 

 

The facilitator for the action learning program is a top
assistant to the

 

CEO. During group meetings, team
members are reluctant to discuss

 

 

 

difficulties they are facing in their tasks. Whenever a
team member

 

gives a presentation, they tend to only discuss positive
experiences

 

 

 

and they never criticize the organization.