Which development activity gives managers time to analyze and solve problems in departments other than their own?

The development activity that best allows managers to analyze and solve problems in departments other than their own is action learning. In action learning, managers work on real-time problems and are often placed in teams to tackle these issues. This approach facilitates collaborative problem-solving, where individuals from diverse departments come together, share insights, and leverage their varied expertise to address complex challenges.

Action learning is distinct in that it encourages participants to reflect critically on their experiences and learn from each other while actively engaged in solving actual organizational problems. This can result in not only solutions to the issues at hand but also in the development of enhanced analytical and problem-solving skills among managers.

In contrast, mentoring generally focuses on the guidance and support provided by a more experienced individual to a less experienced one, and coaching typically emphasizes skills enhancement and performance improvement on a more individual basis, often related to immediate tasks. Job shadowing, while effective for gaining insight into another role or department, does not typically involve engagement in problem-solving or active analysis of issues outside one's usual responsibilities.