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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:
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.
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 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.
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.

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