Coaching Essential: Structuring the Conversation
GROW Coaching Model
Developed by Whitmore (2002), GROW is an acronym for Goal, Reality, Options, Way Forward, and is a popular coaching model with which to frame questions and structure coaching sessions. GROW is primarily a problem-solving and goal-setting model that focuses on performance and outcome. Starting with the ‘Goal’ phase (Where are you going?), the coaching manager and team member team member work together to identify problems and generate possible solutions until the team member has established and committed to a ‘Way Forward.’
One reason for the popularity of the GROW model is that the coaching manager does not need to be an expert in the team member’s context; the model provides a framework that uses general questions to elicit, for example, goals, problems and obstacles, and the way forward for the team member’s development. However, the coaching manager needs to take care to be flexible and not to be constrained by this framework to the extent that they fail to allow their team member to guide the conversation.
The OSCAR and OSKAR Coaching Models
Developed by Gilbert and Whittleworth (2009), OSCAR is an acronym of Outcome, Situation, Choices, Actions, Review, and differs from GROW in that it is a ‘solution-focused model’ that focuses on solutions and finding what works rather than analysing problems.
That is, a solution-focused model builds on existing strengths and finding positive ways forward as opposed to focusing on problems and barriers, an approach which many find to be more motivating.
The OSKAR model, developed by Jackson and McKergow (2006), is a variation of the OSCAR model, replacing ‘Choice’ with ‘Know-How and Resources’, where ‘The know-how is of course all about what works or what has worked rather than what won’t work or what is wrong’, and ‘Action’ now becomes ‘Affirm and Action’:
‘The A in OSKAR is made to work twice as hard as the other letters, as it stands for two steps. Affirm is where the coach affirms the positive qualities of the team member, based on what they have observed during the coaching conversation. Recognising and naming these useful qualities helps to build the team member’s self-belief, as well as enhancing the relationship between coach and team member. Action is about finding small next steps to build on what works.’
McKergow, M. & Clarke, J. (No Date)
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References
Bird, J. and Gornall, S. (2016) The Art of Coaching Routledge
Gilbert, A. and Whittleworth, J. (2009) OSCAR Coaching Model Worth Consulting Ltd.
Jackson, P. Z. and McKergow, M. (2006) The Solutions Focus: Making Coaching and Change SIMPLE 2nd Ed. Nicholas Brealey
McKergow, M. and Clarke, J. (No Date) Coaching with OSKAR: A solutions-focused approach to effective and sustainable change http://sfwork.com/pdf/Coaching%20with%20OSKAR.pdf
Whitmore, J. (2002) Coaching for Performance: GROWing People, Performance and Purpose 3rd Ed. Nicholas Brealey
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