Leadership in Action: Taking Action: A Case Study in Dynamic learning

MICRO AND MACRO

Each action-learning team had a coach whose role was to help the team balance action on the project with reflection for learning. I had the privilege of coaching the team whose charter involved exploring Postal Service work rules to find the ones that if changed would have the biggest impact.

The five members of this team, like the members of every other team, represented a cross section of the organization. The team was composed of two executives from Postal Service headquarters in Washington, D.C.—a managing counsel and a marketing manager—and three from field operations—a finance manager, a marketing manager, and an inspector-in-charge from the U.S. Postal Inspection Service, the law enforcement arm of the Postal Service. The ...