Action Learning Questions

Action Learning Questions
International Management
Centres Association
(IMCA)
International Management Centres Association: UK and Europe

The Old Dairy, Castle Street, Buckingham. MK18 1BP
Tel: +44 (0) 1280 817222 Fax: +44 (0) 1280 813297
email: alforums@imc.org.uk url: http://www.i-m-c.org/
 International Management Centres Association - July 2000 ALQ

THE INTERNATIONAL MANAGEMENT CENTRES ASSOCIATION (IMCA)
THE UNIVERSITY OF ACTION LEARNING (UAL)
ACTION LEARNING QUESTIONS
Contents
Page
Sources and Types of Action Learning Questions 2
Action Learning Questions – Detailed Guidance 4
Assessment & Qualification 9
Programme Requirements 10
Question Bank 11
A Compulsory Action Learning Questions 12

B Continuing Professional Development 14
C Consulting, Coaching and Mentoring 22

2
SOURCES OF ACTION LEARNING QUESTIONS
There are three main sources

1. Own Questions (OQs) - Each member can put forward their own Questions based on
interest and experience, which, if approved by your Personal Facilitator under the criteria,
can be included in their assignments.
2. The Association (AQs) - A list of Questions will be published by the International

Management Centres Association. An indication of the required minimum responses for
each award level will be given. Those that are mandatory will be indicated.
3. Colleagues and Clients (CQs) - If the Associate so wishes, they can invite colleagues
and clients to submit ALQs, and, providing they meet the criteria as assessed by your
Personal Facilitator, they can be included.
What Are Action Learning Questions?
The Association's definition of an Action Learning Question (ALQ) is that it must require:
a) A response from the participant that covers the action a person has taken to deal
with challenges and issues at work, and,
b) an indication of what they have learnt from the action taken.
c) An indication of how they have applied what has been learned and the results
emerging.
Types of Action Learning Questions
The Association has identified different kinds of Action Learning Questions which can be
applied to any project or work assignment. Each question should focus on both the action
and the learning in equal proportions.
• Business Situation Questions

Business Situation Description ALQs which require a review of the business issues and
the context of the problems and opportunities, plus views on action already taken,
learning points gained and the plans for the future.
• Personal Style Questions

Personal Style and Philosophy ALQs, where the person indicates their personal approach
to their work, inclusive of the priorities, their work preferences, their time management
and their guiding principles and philosophies.

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• Application Questions
Action Taken ALQs, in the current job where the person indicates what they personally
have done, or are doing, to deal with the challenges at work. The questions focus on the
action taken in various roles from that of leader, team member, adviser, negotiator, and
others, and the key personal learning points emerging in those roles that have led to
change.
• Career Questions
Career Learning ALQs, where the participant has to indicate the personal learning points
they have gained from previous jobs and review their career learning, inclusive of action,
to prepare themselves for the next phase of their life and career.
• Project Questions
Project ALQs which relate to how a person sees their role in project teams, the
contributions they have made and the lessons gained from experience.
• Comparative Questions
Comparative Assessment ALQs which require the members to indicate what they have
learnt from reading books and articles, and how they have used the knowledge in their
work.
• Policy Questions
Policy and Strategy Questions which focus on the members’ view of organizational, team
and leadership strategies for action, and how they have contributed to those and the
lessons gained from such work.

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ACTION LEARNING QUESTIONS – DETAILED GUIDANCE
These notes are provided to all members who join one of the Association's Action Learning
Forums. The notes provide points for consideration when responding to the Action Learning
Questions.
1. The Questions and Responses

The Questions can be tackled in any order, except for the introductory one. This Question
provides a common basis for initial discussion between members.
Thereafter, look at all of the Questions and identify the ones that most appeal to you
based on your work experience.
When you choose a Question, it is useful to make some notes before responding. In the
first instance, you may find that the following can help identify the key action points:
♦ list the key dates involved

♦ indicate the place (s) in which the action occurred
♦ list some key words that highlight important issues for review and assessment
♦ if possible talk to others who were involved
The above activities will help you get as close to the action as possible, even if it took
place sometime ago. If, however, the action is taking place now, it is vital you keep a
careful record of the key events and your feelings about them.
2. Your Reactions
When writing up your responses, indicate your feelings about the issues at the time you
were involved in the action, and to what extent they influenced your subsequent action
and learning. The following can be useful as a basis for consideration:
♦ What were the high points and low points?

♦ What was the action that caused those reactions?
There is a considerable body of literature on emotions in business and how mood swings
can influence confidence and achievement. It is worth looking at relevant articles and
books on the subject and including appropriate comparisons in your responses.
3. The Context
Note the context of the action in terms of the role(s) you had and the politics of the
situation. It is useful to:
♦ list some of the key people involved

♦ identify the objectives being pursued and the obstacles en route
♦ the issues and your role in the processes
All these things should be taken into account in your responses. Make sure that you
describe the situation, outlining the facts and your feelings about the action taken. This
kind of analysis can draw on some of the thinking in sociological and anthropological
areas, to understand and explain the action.

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4. Verification
It is important to verify the action you have taken and are taking. This can be done in
various ways and the following records will help the process of verification:
♦ a diary of the time and action

♦ any summaries you or others have made of the events
♦ any minutes of meetings
♦ any reports or presentations you have
The verification aspects of your work need to cover issues that would be the subject of
study by a good detective or an investigative journalist and an action researcher. Look at
some of the literature on their techniques when framing your responses.
5. Your Contribution and Your Learning

It is important that you indicate the contribution you have made to any action. This is an
integral part of any action learning assignment. There are two pieces of advice:
♦ take credit where it is due and indicate clearly your contribution and how it links with
that of others
♦ do not claim to have done more than you have done.
Note, action learning is different from the traditional academic model, where little mention
is usually made of personal action or personal learning. In action learning, you have to
indicate:
♦ what you did,
♦ why you did it, and
♦ what the outcomes were.
In particular, indicate what you personally learnt from each situation and the actions taken
by you and others. In this aspect, you will be expected to refer to theories and principles
of learning, which you should do by comparing your own experience to the literature on
the subject.
6. How To Make Comparisons

It is important to set your action, and your learning, into a wider context so you can see
how it compares with the views of others. Therefore, for each response read at least two
/ three articles, or look at books on the issues. You should then make comment in your
response on what others have said. The comparison can be any or all of the following:
♦ a case study,
♦ a theory which you can test via your experience,
♦ a model which you can assess via your action,
♦ research which you can refer to and challenge if appropriate,
♦ ideas which you can refer to based on your experience,
♦ other points that you feel are important in the context of your work.
There are books and articles on comparative methods and they can be useful to you. You
should look at material particularly in the area of what is called qualitative research
methodology. As Associates of IMCA and Forum Members they will be entitled, for the
duration of their membership to access on-line facilities, including downloadable articles
from over 1,300 journals.

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7. The Number of Questions Per Response
The Action Learning Questions have been grouped under particular topics. This has been
done for convenience and understanding. They do not limit the way you write up your
work. You can choose which topics you do and in what order you do them. You can also
link one topic to another.
For example, you can combine, say, two or three Questions from different topics to make
a response, if you feel that such a combination will help in explaining your action and the
learning. If you do this, please make it clear at the top of your response the Questions
you are covering. Do this by listing the letter and number code for the Questions.
As you go through your response please indicate, via sub-headings, the issues you are
tackling, and how they relate to the Action Learning Question(s). This is important as
your Assessor needs to give feedback relevant to the Questions and also to provide an
assessment to the qualification award you are doing.
8. How To Write Up Your Work

The style you use is up to you. It has been found that short sentences are easier to read
and understand than long sentences. It has been found that sub headings help focus
attention on key points. The approach you use is up to you. A guide of points to note that
may be helpful is as follows:
♦ what was the action situation?

♦ what were the problems or opportunities?
♦ what were the processes for dealing with such matters and action taken?
♦ what learning was gained?
♦ what were the outcomes from applying the learning points?
There are books on how to write and you should look at a few to see which best suits
your style.
The text should be typed or word processed, with one and a half line spacing.
The text should be clear, free of grammatical, stylistic and spelling errors. It should be
proof-read for any typing errors before submission is made.
Citation and quotation: these frequently cause report writers great difficulty.
Two approaches to quotations are:
♦ The Harvard method: author plus date

♦ The Numerical approach: sequential numbering of citations, with or without author's
name.
Both have their strengths and weaknesses, and either may be used. Text taken directly
from other writings must always be placed in quotes. Not to do so will render the writer
open to accusations of plagiarism - possibly the greatest offence in the academic world.
Lists of references and bibliographies: again this is an area where confusion can exist. All
citations in the text must be referenced, and the list will give an indication of the extent to
which the Associate has read around the topic - an aspect which is of particular
importance when the dissertation is being assessed.
A good bibliography can be of great value to researchers who may read the dissertation
after it has passed examination. In addition to writings cited in the text it will contain other
publications which are of relevance to the topic. Although a list of references is an
essential element of the dissertation, a bibliography is optional.

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9. Sharing and Comparing
The essence of action learning is to learn with and from others. That means sharing and
comparing. Unlike the traditional system, where you were expected to do all the work
yourself and not show others, the action learning approach encourages both getting help
and assisting others.
Therefore, at all stages show your written work at the draft stage to others, so they can
give you feedback before you send it for assessment. In return, you should be willing to
read and advise others, for that in itself will give you experience and confidence in the
process of communicating your action learning work. Found most useful when compiling
that response.
Following submission and assessment of each written response you will also be asked to
provide;
1) Synopsis of each ALQ response to post on the web

2) Annotation c150 words of minimum five articles/papers.
These will be added to the ALF Courseware Resource Section on the IMCA Global
Campus Website. The Forum Facilitator / Personal Facilitator will also add annotations to
this section.
10. Timing and Pace

The Action Learning Questions method is an open system in that you know what the
questions are at the beginning, and you can choose the ones relevant to your situation. In
that sense, you are in control, and that is how it should be.
In a traditional course, the lectures and workshop activities determine the pace and press
you in to keeping on track. With the Action Learning Questions approach you have to take
more responsibility for what is done and when. Each Question will require different
amounts of time to research. Rather than writing your response all at one go, you may
choose to do it in segments.
11. Advice and Consultation

You will have a coach or mentor who has experience in action learning known as your
Personal Facilitator. They are your first port of call for advice and consultation on things
like the literature to read, the process of research and issues about writing. Your fellow
Forum Members and you will be encouraged to work with them in small groups of twos
and threes to provide advice and consultation to each other .
12. Publication of your work

Forum Members will be encouraged and supported in publishing their learning through
the various publishing partners of IMCA. Action Learning Question areas are the critical
starting point in the learning process through the Action Learning Forum.

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ASSESSMENT & QUALIFICATION
Completion of Action Learning Questions leads to qualifications and degrees of membership
at various levels as shown below. Forum members' Action Learning Questions are assessed
on a continuous basis thereby allowing credits towards qualifications to be accumulated over
time.
Where appropriate the Forum Member will need to support responses to Action Learning
Questions with supplementary evidence drawn from the work environment.
Assessment is based upon evidence of:
a) what action has been taken and is being taking at work

b) what learning has been gained from such experience
c) how that experience has been compared with others' experience and the
body of knowledge
d) what is being done to apply the learning
The four areas that Forum Members are expected to contribute toward in respect of each of
the areas and questions are:
a) Description of Action - a clear indication of what was done, when, and in what
context, and the contribution made by the participant.
b) Analysis and Interpretation - an integrated analysis of the action taken by the

participant in which they should indicate their theory of action, and their interpretation
of events in relation to some model, theory or principle which helps explain issues
arising, but without the requirement to establish scientific proof, focusing more on the
existential issues and insights gained from experience.
c) Verification and Comparison - a requirement to show that the action as

described has taken place, which will need verification by reference to meetings,
press reports, papers, articles, other written documents, or other means, plus proper
and considered reference to the literature on the subject, in order to set the action in
a wider context with appropriate comment on the relevance of the literature to the
action.
d) Learning Applications - indication of the personal learning achieved, and how that
has been, and is being, applied in practice, with evidence as appropriate to support
the issues raised, with indications from the participant on salient issues for action in
the future when similar circumstances arise.
These four headings should be used as a checklist by the Personal Facilitator/Mentor in

assessing ALQ papers and to help in providing feedback to Associates.

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As a guide it is also expected that the Associate should explicate at least eight of the following
twelve areas. Where there is a shortfall the Personal Facilitator/Mentor should provide
feedback and guidance concerning what can be done to ensure this minimum requirement is
met.
Situation Action Learning about Personal

Situation Learning
Past
Present
Future
The overall grading of an ALQ response is as follows:
Exceeds Requirements - for exceptional work exceeding the requirements

Meets Requirements - where there sufficient evidence of learning against the above criteria
Does Not Yet Meet Requirements - where there are some gaps which the associate needs
to fill before meeting requirements.
The Associate has to Meet Requirements before moving on to the next ALQ. If the Associate
is deemed to Not Yet Meet Requirements, the Personal Facilitator/Mentor must provide
written feedback and verbal guidance on what is required in order to meet requirements. The
Associate will have four weeks from the time of the feedback to Meet Requirements in the
resubmitted ALQ response.
Forum Members will be required to discuss and share their learning with other Forum
Members. Feedback will be provided to the Member based on their Action Learning Question
responses through discussion with the Personal Facilitator.
This first level of assessment is always through the Personal Facilitator and the second level
through the External Examiner. Working for the Regional Faculties of Membership Studies,
the External Examiner will have access to all scripts and reports and will monitor the overall
conduct and performance. Furthermore the Forum Member will be required to undergo an
oral examination through viva voce conducted by the External Examiner.

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PROGRAMME REQUIREMENTS
The Association’s Ordinances require that those participating at the Action Learning award
levels contribute as follows:
Each participant is required to answer all the questions in the first Action Learning Question,
which is a Forum introductory assignment, as part of the start up process:
Also, note:
a) All references to the written work of others are to be listed in a bibliography at the end of
each response to each question.
b) Any Action Learning questions proposed by the participants must be agreed by the
Forum Facilitator and your Personal Facilitator. The Forum Facilitator co-ordinates the
activities of the Forum.
c) For the Action Learning Masters award, 12 of the Questions must be covered, except
where written credit has been gained from the Association in respect of prior learning and
experience.
d) The responses you make will touch on all points within each question. Those responses
for each question should have between 2,500 and 3,500 words, plus references to
comparative literature and a reading list of texts used at the end of each question.
e) The time period for completion is normally;

♦ Certificate 6- 9 months
♦ Diploma 9-12 months
♦ Masters 18-24 months
♦ Doctoral 24-36 months
f) The Introductory Question and the Action Learning Case Study plus the Executive
Review, are mandatory and constitute three of the Action Learning Questions upon which
you are assessed. For the Case Study, each participant has to nominate an action
learning case in which they have applied action learning and to submit a paper of
between 2,500 and 3,500 words at Masters and 4,500 and 5,000 words at Doctoral level
showing what they have done, the personal action taken and the learning implications.
In the case of the Executive Review all candidates will be required to write a paper of
around 2,500 and 3,500 words at Masters and 4,500 and 5,000 words at Doctoral level
covering an assessment, by reflection, of the learning which has occurred as a result of
completing all the Action Learning Questions.
g) A reference to the literature and a reading list of texts used at the end of each question is
required.
h) Those who wish to proceed to the Doctoral level (DMgt) can do so once they have been
satisfactorily assessed at the Masters level. It is required that 12 questions of 4,500 to
5,000 words, over and above those completed at the Masters level, will be covered,
inclusive of another case application of how they have used action learning in their work
at the Doctoral level.
The total minimum number of words required at the Doctoral level is 50,000 to 60,000
inclusive of the Executive Review at the end, which is mandatory.
i) There is no credit available at the Doctoral level, which is an award of the IMC
Association. The time period for completion is normally 24 to 36 months.

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Requirements in order to achieve different levels of qualification are as follows.
Number of Time To
Question Completion Special Requirements
Areas
Certificate Question Areas to be tackled in any order
Level 4 6 - 9 months
(60/13) M Level DCs (15 / 3.25 per ALQ)
Final Viva Voce

Diploma Level Question Areas to be tackled in any order
8 9 -12 months
(120/26) M Level DCs (15/2.35 DCs per
ALQ)
Final Viva Voce

180 degree credits (15 / 3.25 per ALQ)
Masters Level 12 18 - 24 months *
Responses per area minimum 2,500 -
3,500 words
Includes compulsory Start-Up Area

Questions (CA), Case Study (CB) &
Executive Review (CC).
Questions to be tackled in any order
apart from the first Start Up Question
Area
Final Viva Voce
300/60 degree credits (25 / 5 DCs per

Doctoral Level 12 24 - 36 months * ALQ)
(DMgt)
Includes compulsory Start-Up Area
Questions (CA) and Case Study (CB)
& Executive Review (CC).
Responses per area minimum 4,500 -

5,000 words
Questions to be tackled in any order

apart from the first Start Up Question
Area.
Final Viva Voce
* Maximum time scale will be imposed (36 months for Masters, 48 months for Doctoral)

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QUESTION BANK
Your Own Action Learning Questions
Specify those Action Learning Questions which are important to you and use those as the
basis for responding based on the following criteria:
♦ What have you done, or are doing, to take action on the question posed?
♦ What have you learnt?
♦ What are the results of applying that learning?
Note: the questions you pose for this section need to be agreed with the Personal Facilitator
before you commence.
Your Choice
This provides an opportunity for you to contribute a question that you feel is especially
appropriate to the work you do. Please specify the topic, as shown in the following examples,
and indicate the issues you will address, agreeing the questions and topics with your
Personal Facilitator before you commence.
To assist you with your selection the Association has put together some examples in the
following subject areas:
Continuing Professional Development
Consulting, Coaching & Mentoring
Project Management (to be developed)

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A - COMPULSORY ACTION LEARNING QUESTIONS
Compulsory Question Areas
CA Start Up Area / About your work

CB Action Learning Case Study
CC Executive Review

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Compulsory Question Areas
BCA About Your Work
BCA1 In 2,500 to 3,500 words Masters / 4,500 to 5,000 words Doctoral, please
outline:
♦ Why do you do the job you do?

♦ Please indicate the work areas in which you have chosen to concentrate.
♦ Indicate key change points in your career and learning points that you gained.
This response will serve as a basis for sharing and comparing with other
members who will in return send their response to you.
CCA Start Up Area - Defining Consulting Coaching and Mentoring
CCA1 What do the terms Consulting, Coaching and Mentoring mean to you? What
are the factors and the methods you see yourself concentrating upon, in
order to assist people or organizations on any, or all, of the following:
to improve careers prospects and plans?

to improve role performance?
to help facilitate organizational change?
CCA2 Please outline, with examples, the learning you have gained in these areas in
the past and how you have used this learning in practice.
BCB About Action Learning Case Applications
BCB1 Based on your reading, and professional work, what do you mean by action
learning? Demonstrate from your personal work, the ways in which you have
used action learning and indicate the outcomes for the job and what you
learned personally.
BCB2 Indicate a specific case example where you have taken responsibility for
introducing action learning, rather than just being part of someone else’s
design.
CCB Consulting/Coaching/Mentoring Action Case
CCB You are required to provide one major action learning case study concerning
where you have been the consultant/coach/mentor. You should outline the
case you have worked on, or are currently working on, with particular
reference to the learning and development issues. These should include all
aspects including:
♦ Identification of the need

♦ Design and development
♦ Application
♦ Review of events.
Your case study should be written in such way as to help others doing similar
work. The case should cover both the action and the learning aspects. This
case will count as one action learning question area.

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CC Executive Review
CC All participants, at both the Masters and Doctoral levels, are required to write
a 2,500 to 3,500 word review paper at Masters level and 4,500 to 5,000
words at Doctoral level on their work to summarise the major points
emerging. This review is integral to your award. It has to be completed after
all the required sections and questions have been completed. This review
should be written as an article, with a view to publication, and all references
listed.
The theme of the review should be chosen by you, and the title clearly
highlighted, with your name below it. The International Management Centres
Association Editorial Committee will review it, and they will advise you on
how to publish it.
As part of the review please comment on the following:-

a) What have you learned from the experience of your Masters/Doctoral
work?
b) In what ways will that experience, and the points arising, affect the way
you work with others from now on?

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B - CONTINUING PROFESSIONAL DEVELOPMENT ACTION
LEARNING QUESTIONS
The choices are yours. You can respond to any of the questions listed and where appropriate,
with the agreement of your Personal Facilitator, add your own Action Learning Questions.
Business Issues
BBA Marketing, Advertising and Purchasing

BBB Strategy and Planning
BBC Financial Management
BBD Project Management
BBE Operations Management
BBF Quality Management
BBG Communications Technology and Management
BBH About Your Industry
BBI About Management Trends
People issues
BHA Managing Relationships
BHB Human Resource Management Issues
BHC Organisational Behaviour Issues
Personal Development
BPA Business Information
BPB Team Work and Professional Management
Macro Environmental
BEA Ethical and Legal Issues
BEB Management Technology and Techniques
BEC Future and Innovation
BEG Political/Physical Environment
BED Philosophical and Personal Management Issues
BEE International Issues
BEF Psychological Issue
Other
BOA Exemplar Issues
BOB Research Issue

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Business Issues
BBA About Marketing, Advertising and Purchasing
BBA1 What do you mean by marketing and how have you used, and are currently
using, the concepts and methods in your work? What have you learnt in the
process?
BBA2 What is your underlying philosophy about clients or customers? How have
you, and are you, applying this philosophy? Please indicate actual examples
and what have been the results and the learning points?
BBB About Strategy and Planning
BBB1 What does strategic planning mean to you? What model(s) of strategic
planning have you used, and are using now? What have you learnt from
their application?
BBB2 What does investment mean to you? Indicate how you have been involved in
investments made by your organization? What have you learnt from those
experiences?
BBC About Financial Management
BBC1 What do you consider to be the most important financial criteria to enable you
to measure the performance of your work? Please indicate, with reference to
examples, why you have chosen these criteria. How have you implemented
them and are now managing them in practice? What have you learnt that is
relevant to your job?
BBC2 With reference to the Financial Accounts and the Management Accounts of
your organization, outline and explain the meaning of the figures and the
action you have taken or are taking or will take, as a result of those figures.
Please indicate any learning points you have gained.
BBD About Project Management
BBD1 What does project management mean to you? How have you approached the
management of projects, both as a manager and as a project team member?
What have you learned from such work and how does that affect your current
activity?
BBD2 How do you measure the success of the project assignments in which you
worked? Why did you choose these measures and are they still appropriate?
BBE About Operations Management
BBE1 What does Operations Management mean to you? Indicate the range of
experience you have had in this kind of work, and the learning gained.
BBE2 What are the ways in which action learning principles are relevant to current
issues, inclusive of the ways in which you have applied them, or are applying
them?

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BBF About Quality in Management Products, Processes and Services
BBF1 The field of Quality Management is regarded as vital for business success.
Review what that means in terms of the quality management systems and
process with which you personally have had experience.
BBF2 Indicate the relevance of action learning to the development and

implementation of quality management in general, and the ways in which you
specifically can use it in practice.
BBF3 Indicate what you have learnt and applied from your experience in trying to
improve quality, irrespective of whether it was called a quality management
project.
BBG About Communications Technology and Management
BBG1 The rapid increase in the telecommunications field is having an impact on

business. Indicate what it means for your business, and your job, and the
way you have taken action to meet the challenges. Indicate what you have
learnt, and the implications for current and future action.
BBH About Your Industry
BBH1 As a result of researching the literature and interviewing people of

experience, outline the major developments in your industry and how they
are affecting both your organization and your job.
BBH2 In particular, indicate what you have done, and are currently doing, to meet
the challenge of these developments. What role does action learning have to
play in your approach and what specifically are you doing in this regard.
Please indicate the results emerging and the learning points of importance.
BBI About Management Trends
BBI1 What are your main sources of current information about the process of
management and your job? Indicate why you read certain newspapers,
journals, magazines, newsletters, Web sites and other sources of
information.
BBI2 Also, what specific information have you read/do you read to keep up with the
latest trends and developments in your profession in which you have worked
or work now? How have you used such information in the action you have
taken?
BBI3 What have you learnt about your information management skills that will
guide your efforts in the next phase of your career? Please summarise the
main lessons arising and your theory of effective information searching and
analysis.
People Issues
BHA About Managing Relationships
BHA1 Linking and coordinating with others, both internally and externally, is a key
management skill to assist your team and organization. What action have you
taken to manage your external stakeholders? For example:

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♦ Suppliers
♦ Customers
♦ Unions
♦ Shareholders
♦ Government
♦ Public representatives
What have you learnt as a result?
BHA2 What action have you taken to manage your internal stakeholders, for
example:
♦ Interdepartmental teams
♦ Committees
♦ The Board
♦ Key colleagues?
What have you learnt about yourself and other people as a result, and how
does this influence your current approach to managing those relationships?
BHB About Human Resource Management Issues
BHB1 What does Human Resource Management mean to you? Indicate the ways in
which you have been, and are presently involved in, managing people with
reference to key principles from Human Resource Management theory and
practice.
BHB2 What have you learnt about managing people as a result of your involvement
in the various aspects of Human Resources Management, inclusive of
industrial relations, performance management systems, or any other aspects.
Based on any self management and personal development books and

articles that you care to choose, please indicate, with examples, key points
on which you have focused during your career and what you have learnt. In
what way do they influence your current work?
BHC About Organisational Behaviour - Sociology/Anthropology – Issues
BHC1 With reference to at least three major concepts in these fields that you have
gained from the literature, please indicate their relevance to your business
situation.
BHC2 In particular, how have you applied such Sociological and/or Anthropological
ideas and concepts in business situations, and what have you learned? How
do those ideas and experiences influence your current work?
Macro Issues
BPA About Business Information
BPA1 In the context of your job, what does business information management
mean? How have you organised your job so that you have the relevant
information? How have you used/are you using such information? What
have you learnt, and what are the implications for action?

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BPA2 Business information is central to risk management. Please indicate what
risk management means in your work and indicate how you are managing
that aspect of your job. Indicate, for example, the risks as you see them and
the action you have taken, or are taking, to deal with them. Please outline the
learning points you have gained from experience and refer to any literature on
the subject that influences your thinking. Also, indicate the ways in which you
are using in practice both the learning from experience and the learning from
reading.
BPB About Team Work and Professional Management
BPB1 What does leadership mean to you in terms of:
(a) your experience and approach in any role, regardless of whether you
are/were the designated formal leader
(b) the leadership approach you like to receive from others
ù How have you applied your ideas on leadership in practice?
ù How has your approach changed as a result of your experience?
BPB2 Indicate what teamwork means to you and what you have learnt about
yourself and others from working in teams. As a result, what do you now do
differently?
BEA About Ethical and Legal Issues
BEA1 Legal and ethical issues are of increasing importance in management.

Based on the legal documents that form the basis of your organization (the
Memorandum and Articles or equivalent) please indicate what you regard as
the main obligations, and the ethical implications. Indicate, with examples,
how well the issues identified in those documents are being managed at both
the legal and ethical levels. In particular, indicate what you have done, or are
doing, to fulfill the requirements as set out in the documents, and what you
have learnt in the process. Also indicate the action you need to take to deal
with any current legal and ethical issues.
BEA2 Based on any legal cases relating to the organisations in which you have
been involved, please indicate what action you have taken, or are taking, to
defend the rights of the organization. What are the learning points arising for
both you personally and the organization?
BEA3 What does the term “Ethics” mean to you in the context of your work? In
what ways have ethics impacted on your work in the past, and in the
present? What learning points have arisen, and what feelings do you have
on those issues now?
BEB About Management Technology and Techniques
BEB1 What are some of the main management technology and techniques you
have used and are currently using? What have you learnt from applying
these techniques? What will you do next to develop and apply new
management techniques?
BEB2 How have you applied, and are currently applying, the learning points you
have gained from your attendance at professional training courses? What

21
changes, if any, would you make to those courses as a result of your
experiences?
BEC About the Future and Innovation
BEC1 From your own experience and reading, what do you think are the major
influences which will determine your work in the next 5 years? What are you
doing now to take action on those observations? What is your approach to
managing these influences?
BEC2 What impact has the 'global economy' had on your business and the way you
manage? What have you learnt so far? What are you doing, and what will
you do personally to ensure that you and your organization will be able to
benefit from the changes?
BEC3 What have you done, and are you doing, to ensure that your work benefits
from any innovations or creative ideas generated internally or externally?
What lessons have emerged from this?
BED About Philosophical and Personal Management Issues
BED1 With reference to at least three philosophers, please indicate their main ideas
and the ways in which they have influenced, and currently influence, your
understanding and behaviour at work. Please indicate the important learning
points arising and the ways you have applied them.
BED2 What does the word “Career” mean to you? In what ways have you managed
your career in the context of the competing issues you manage both at work
and beyond?
BEE About International Issues
BEE1 Indicate any experiences you have had of working in a different country, or
with people from a different culture from the one into which you were born,
and indicate what you learnt from those experiences. How do those
experiences influence your current work?
BEE2 What is your view on the future of international business, and in what way
does action learning have a contribution?
BEF About Psychological Issues
BEF1 To what extent is the subject matter of psychology relevant to the industry, the
Company, the profession and the job you do?
BEF2 With reference to at least three major psychological concepts that you have
gained from the literature, please indicate how you have applied them in a
business situation, and what you have learnt. How do those ideas and
experiences influence your current work?

22
BEG About the Political/Physical Environment
BEG1 What have you done, and are doing now, to take the political environment
into account, both external and internal, when you have made your
professional decisions? What have you learnt from this?
BEG2 What action have you taken, and are you taking now, to ensure that your
work does not infringe community standards in the physical environment?
What have you done to ensure that the community knows about the action
you have taken to protect community standards and what have you learnt
from this?
Other issues
BOA About Exemplar Issues.
BOA1 With reference to at least three biographies which relate to management and
work- based experiences, please identify the major learning points and how
you have, or have not, used these in your own practice. Assess and
comment on any results emerging. How do those ideas and experiences
influence your current work?
BOA2 Also, what other exemplars have you learnt from in your career? Indicate the
main learning points and the ways you have been able to apply them, and
are applying them now.
BOB About Research Issues
BOB1 By reference to books and articles on the subject, what do you mean by
quantitative and qualitative approaches to researching business problems. To
what extent have you used these approaches in your work and what are the
major learning points for current and future work?
BOB2 In addition, which authors on management issues have influenced you most
in your work? What have you learnt from these authors? How have you
applied the learning points at work?

23
C - CONSULTING, COACHING AND MENTORING ACTION
LEARNING QUESTIONS
Consulting/Coaching/Mentoring
CMA The Organizational Context of Consulting, Coaching and Mentoring

CMB Consulting/Coaching/Mentoring/Management/Organizational Trends
CMC Your Role in a Learning Relationship/Alliance as Coach/Mentor
CMD Consulting/ Coaching / Mentoring and Managing Performance
CME Developing Others as Coach/Mentor
CMF Utilising External Resources to Establish Consulting/Coaching/Mentoring
CMG Evaluating the Impact of Consulting/ Coaching / Mentoring
CMH Exemplars and Role Modeling
CMI Feedback and Action
Learning
CLA Action Learning

CLB Learning Experiences and Design
CLC Learning Transfer Processes and Skills
CLD Training, Learning and Development
CPA Team Work and Professional Management

CPB Business Information
CPC The Literature
CPD Your Career in Total and Consulting/Coaching/Mentoring Aspects
Philosophy
CPH Philosophy
Macro-Environmental
CEA Ethical and Legal Issues

CEB Management Technology and Techniques
CEC Future and Innovation
CED Philosophical and Personal Management Issues
CEE International Issues
CEF Psychological Issues
CEG Sociological/Anthropological Issue

24
Consulting/Coaching/Mentoring
CMA The Organizational Context of Consulting, Coaching and Mentoring
CMA1 How does consulting, coaching or mentoring relate to performance

management for individuals and ultimately the organization. Consider your
own views based on experience and by reference to other writers or
organizations.
CMA2 How does consulting/coaching/mentoring relate to your/your client

organization's approach to managing performance? How have you
contributed based on your learning?
Consider:
♦ models and principles of consulting/coaching/mentoring

♦ your organization's processes and systems for performance
management and personal development
♦ the organization's culture and how this influences and is influenced by
consulting, coaching and mentoring
♦ formal and informal approaches to consulting/coaching/mentoring
CMB Consulting/Coaching/Mentoring/Management/Organizational Trends
CMB1 What are your main sources of current information about the process of
consulting / coaching/mentoring management as related to your job? Indicate
why you read certain newspapers, journals, magazines, newsletters, Web
sites and how do you access other sources of information in order to stay up
to date? What specific information have you read / do you read to keep up
with the latest trends and developments in the industry, or industries, in which
you have worked or work now?
CMB2 How have you used such information in the action you have taken, and what
have you learned about your information management skills that will guide
your efforts in the next phase of your career? Please summarize the main
lessons arising and your theory of effective information searching and
analysis.
CMC Your Role in a Learning Relationship/Alliance as Consultant/Coach/Mentor
CMC1 Consider one or two specific relationships where you are in the role of
consultant/ coach / mentor. Critique your performance in this role
considering:
♦ reference to theory/the body of knowledge on the key skills and

behaviours of a consultant/ coach / mentor
♦ how you approached the relationship
♦ how similarities and differences between you may have influenced the
relationship
♦ how the relationship has evolved
♦ how you identified development needs
♦ how your role has supported or related to formal off job learning
♦ your role in terms of motivation
♦ evidence of sustained learning and transfer to the
coachees/mentees/client job situation
♦ how you are evaluating learning

25
CMC2 Identify how you can use your learning from these relationships in developing
consulting/coaching/mentoring relationships in the future.
CMD Consulting/ Coaching / Mentoring and Managing Performance
CMD1 Consider the relationship between consulting/coaching/mentoring and

performance management. Include
♦ models and principles of consulting/coaching/mentoring

♦ your organization's processes and systems for performance
management and personal development
♦ options you considered in introducing consulting/coaching/mentoring
♦ the organization's culture and how this influences and is influenced by
consulting/coaching and mentoring
♦ how consulting, coaching and mentoring was/is being introduced
barriers and how to overcome them with respect to introducing
consulting/ coaching/ mentoring
CME Developing Others as Consultant/Coach/Mentor
CME1 Review the literature and case studies of other organisations that have
implemented consulting/ coaching / mentoring strategies and identify best
practice.
CME2 How did you/will you approach this in your organisation or client
organisations? Consider:
♦ how have you developed others (line managers) as

consultants/coaches/mentors?
♦ what were the difficulties and barriers?
♦ what were the successes?
♦ how did you identify you target audience?
♦ what training/development/familiarization did you offer / could you have
offered to help them understand the consulting/ coaching / mentoring
role?
♦ how could your approach be improved/developed based on learning?
♦ draw comparisons with the approach taken by at least two other
organisations
CMF Utilizing External Resources to Establish Consulting/Coaching/Mentoring
CMF1 Consider the various external sources of support in setting up consulting/

coaching / mentoring, drawing on the literature and experience.
CMF2 What has been your approach to the utilization of external resources to
support consulting/coaching /mentoring?
What support have you sought?
How did you identify potential contributors (e.g. consultants/ executive
coaches or mentors/ academics / specialists)?
How have you developed your knowledge of consulting/ coaching / mentoring
in order to be able to establish it within your business?

26
CMG Evaluating the Impact of Consulting/ Coaching / Mentoring
CMG1 Drawing on the literature, review issues of the evaluation of learning and in
particular in relation to consulting, coaching and mentoring.
CMG2 Review how you have evaluated the success of consulting/ coaching /
mentoring within your organization or client organizations.
What could be done to further improve consulting/ coaching/ mentoring?
What has been the impact at a departmental/team/organizational level?
Provide evidence from individuals and groups.
Refer to the body of knowledge/ other case studies in order to compare and
contrast your experiences with that of other organizations.
CMH Exemplars and Role Modeling
CMH1 With reference to at least three biographies or autobiographies, which relate

to management/organizational/professional development identify the major
themes and learning points that relate to your own role.
CMH2 Identify the impact of consulting, coaching and mentoring upon the
development of these people. Where appropriate consider their roles as
coach, mentor, coachee, mentee. Relate your findings to the literature on
personal/human development.
CMI Feedback and Action
CMI1 Action learning, consulting, coaching and mentoring entail giving and
receiving feedback. Review the psychological, social-psychological and
interpersonal aspects of giving and receiving feedback.
CMI2 Provide examples how you have managed challenging situations in terms of
giving or receiving feedback.
Learning
CLA Action Learning
CLA1 Based on your reading, and professional work, what do you understand by
the terms action learning. Demonstrate from your personal work the ways in
which you have used action learning, and indicate the outcomes for the job,
and what you learnt personally.
CLA2 With reference to the action learning theories, models and principles outlined
by Dr Reg Revans, how do you see the relationship of consulting, coaching
and mentoring to those theories and also to the role of the Set Adviser? Are
consulting, coaching, mentoring and Set Advising the same? Please give
examples from your case experience.
CLB Learning Experiences and Design
CLB1 Reflect on your own experience of being a learner in different learning

situations during your life. Indicate the learning situations you found helpful,
and those experiences that were not conducive to your personal learning.
What did you do in both those situations? What have you learned about your
own approach to learning and doing as a result?

27
CLB2 Indicate your approach to learning design for the clients with who you work?
Outline the main principles and how you have applied and are applying them
now in your work?
CLC Learning Transfer Processes and Skills
CLC1 Based on your work and knowledge of learning theory and practice, how
have you encouraged those you have advised to optimise learning
opportunities?
CLC2 Please interview at least two clients, to gain their views on your role as an
adviser. Write up the issues emerging. In particular explore:
a) what evidence do you have, either by quantitative or qualitative

assessment, that those you have advised have successfully used their
learning with their colleagues
b) your feelings on the outcomes, and proposed action you will take, based
on the learning points gained.
CLD Training, Learning and Development
CLD1 How would you distinguish between training, learning and development?
Refer to both your own experiences of each of these and to the views
expressed by others, including those of published authorities.
CLD2 Review and evaluate past training, learning and development with respect to
your own personal development. How do you intend to address your ongoing
continuous professional development based on your understanding of the
above and your understanding of your own style and preferences with
respect to learning.
CPA Team Work and Leadership
CPA1 What does leadership mean to you in terms of:

a) your own approach
b) the leadership approach you like to receive from others.
CPA2 How have you applied your ideas on leadership in practice? How has your
approach changed as a result experience?
CPA3 Indicate what teamwork means to you and what you have learned about
yourself and others from working in teams. As a result, what do you now do
differently?
CPB Business Information
CPB1 Business information is central to risk management. Please indicate what

risk management means in your work, and indicate how you are managing
that aspect of your role. Indicate the risks as you see them, and the action
you have taken, or are taking, to deal with them.

28
CPB2 Please outline the learning points you have gained from experiences, and
refer to any literature on the subject that has influenced your thinking. Also,
indicate the ways in which you are using both the learning from experience,
and the learning from reading, in practice.
CPC The Literature
CPC1 Identify authors who have influenced your work as a consultant/

coach/mentor, and:
a) indicate how you have used their ideas,
b) what you have learned in the process,
c) the implications for current and future action.
CPD Your Career in Total and Consulting/Coaching/Mentoring Aspects
CPD1 Explain why you think your career and development has moved in the
directions it has. What advice would you have for someone contemplating
such a career?
Philosophy
CPH Philosophy
CPH1 What is your personal philosophy on the role of the consultant/coach/mentor

in supporting the learning of others, and how have you applied that in
practice. To what extent have you changed your philosophy, or your
practice, as a result of the learning you have gained from experience?
Macro-Environmental
CEA Ethical and Legal Issues
CEA1 What does the term 'Ethics' mean to you in the context of your work? In what
ways have ethics had an impact your work in the past, and in the present?
CEA2 In particular, what are the ethical issues you have had to manage in learning
situations? What learning points have arisen from your experience, and what
feelings do you have on those issues now?
CEA3 What legal issues have you had to manage, or are managing now, which
relate to consulting, coaching and mentoring, in terms of business contracts,
or organizational issues. What are the learning points arising?
CEB Management Technology and Techniques
CEB1 What are the developments in technology in relation to your role in

consulting/coaching /mentoring?
CEB2 How has your awareness of technological advances relevant to your role
developed? What has been the source of your information in this regard?
CEB3 How have you/how will you innovate in your role through the exploitation of
advances in technology?

29
CEC Future and Innovation
CEC1 From your own experience and reading, what do you think are the major
influences which will determine your work in next 5 years? What are you
doing now to take action on those observations? What is your approach to
managing these influences?
CEC2 What impact has the 'global economy' had on your business, and the way
you manage? What have you learnt so far? What are you doing, and what
will you do, personally to ensure that you and your organization will be able to
benefit from the changes?
CEC3 What have you done, and are you doing, to ensure that your work benefits
from any innovations, or creative ideas, generated by internally, or
externally? What lessons have emerged from this?
CED Philosophical and Personal Management Issues
CED1 With reference to at least three philosophers, please indicate their main ideas
and the ways in which they have influenced, and currently influence, your
understanding and behaviour at work. Please indicate the important learning
points arising, and the ways you have applied them.
CED2 In addition, based on any self management and personal development

books and articles, that you care to choose, please indicate, with examples,
key points on which you have focussed and what you have learned. In what
ways do they influence your current work?
CEE International Issues
CEE1 Referring to your experience and the work of others concerning international
and cultural differences consider how these factors impact upon your own
role and the field of consulting/coaching/mentoring.
CEE2 Indicate any experiences you have had of working across cultures or with
culturally mixed groups. How have you been able to/will you be able to apply
your understanding in the future?
CEF Psychological Issues
CEF1 Review those aspects of psychology and/or social psychology that

have a relevance to your role.
CEF2 Consider how you have/could apply your understanding of these subjects in
your role.
CEG Sociological/Anthropological Issues
CEG1 Review those aspects of sociology / anthropology that have a relevance to

your role.
CEF2 Consider how you have/could apply your understanding of these subjects in
your role.

30

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International Management Centres Association: UK and Europe

 International Management Centres Association - July 2000 ALQ