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Management
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L- SLP-4- Action Learning. Align corporate learning with strategy setting

Essay Instructions:

** Do not include a cover page**
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:
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 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.
***Require reading ***
First, start out with this short video:
Kristiansen, T. (2010). Align corporate learning with strategy setting. [Books24x7 version]. Available in the Trident Online Library.
This is probably the toughest topic of this class so make sure to take some time to carefully go through all of the readings. The following book chapter will give you a general overview of action learning and is a good place to start:

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]
Now read up on action learning in much more detail in these following readings:
Pedler, M., & Abbott, C. (2013). Chapter 1: Action learning: Its origins and principles. Facilitating Action Learning: A Practitioner's Guide. Maidenhead: McGraw-Hill Education. [EBSCO eBook Collection]

Essay Sample Content Preview:

Action Learning
Name
Institution
Due Date
Action Learning
1. The members of the action learning group did not get sufficient time to give their ideas and get feedback from colleagues. On the other hand, exhaustion from long working hours affected the overall output. The five minute period for presentation is not enough to expound on the areas of concern identified in the process. Considering the engagement of different departments, the individuals could have taken more time to give their views regarding their respective departments (Pedler, M & Abbott2013). In this case, the different group members have studied for different careers in various fields and the debate could take longer than five mins. The organization should change the discussion period to facilitate more time for asking questions and acquiring the desired feedback since the major aim of the action is accessing knowledge to facilitate problem-solving in the face of challenges.
Concentrating on a particular line of focus for ten hours could prove difficult for everyone around the task. In this case, the action learning program could not prove efficiency in long working hours. The organization could create different periods for the meeting to enhance the efficacy of the members during the program. Having meetings thrice per week, five hours each would give the members some time to think and internalize on the learnt topic before the next meeting. In this case, the representatives from different departments would get more time to acquire sufficient knowledge of the various areas giving challenges in various operations across the organizations (Pedler, M & Abbott2013). In addition, the coaches will have adequate time to analyze the performance of the different groups at the end of every subsequent meeting. The facilitators will also get the opportunity to discuss the identified problems and come up with appropriate solutions. Changing the performance will be the key to achieving the action learning program.
2. The CEO overreacted to the issue by firing the managers. Although the group could have deviated from the requirements anticipated towards the achievement of organizational goals, letting them go was not a good solution. First, the managers followed the issues instructions by conforming to the action learning program. Learning should be focused on rectifying mistakes and not making wild decisions. Dismaying the work done by the group is disappointing and could scare other employees from implementing such programs (Kristiansen, 2010). The CEO should have exhibited ethical qualities of a good leader through ways like consulting before making the ultimate decision of dismissing the group. Exercising professionalism in leadership does not entail the dictatorship displayed by the president. Ethics demand p...
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