How to establish and manage GROW and OSKAR processes in the workplace?

How to establish and manage GROW and OSKAR processes in the workplace?

In this essay I will discuss how to implement and manage the Goals Reality Options What next (GROW) and Outcome Scaling Know how and resources Affirm action Review (OSKAR) models into the working environment.

Before being able to effectively implement GROW and Oskar models into the organisation, the organisation needs to develop a culture of coaching and mentoring, this can be easily achieved by management at all levels adopting the COACH model. Conviction-driven, driving the vision with conviction, Over learning practising behaviours until they become second nature, Audible -ready, remain to alter to the outside, Consistency manages consequences of consistent behaviour, Honest- based have intellectual honesty. By adopting this model into the management structure through the organisation it will create a culture of coaching and mentoring, this will facilitate the implementation of the GROW and OSKAR models.

Once the COACH is established as an overarching principle of coaching it is then possible to implement more specific models of coaching, these models could be used independently without having COACH as an overarching principle, however to gain the most out of coaching it good if the whole organisation has a culture of coaching, this will facilitate the implementation of more specific models and increase the likelihood of participation if there is a culture of coaching within the organisation, Although not all coaches are managers in smaller organisations this is more likely, management and coaches can help set the tone of the organisation and adopting a coaching attitude shows a organisation that is able to grow and develop, with a forward-thinking mindset that also includes the skill set and mindset of the employees to achieve best results.

First I will look at the GROW model. This model was devised by Sir John Whitmore the stages are Establish Goals, explore Reality, Options, What next agree actions. This model is very useful for target set as specific goals are identified, after setting a target the next step is to look at how realistic that is, the next step is to look at what options are open or available at the moment, the final step is to agree to actions the what, when, where and who decisions.

The GROW model is very useful for a group or team to set out a framework for a project, led by either a coach or a manager it gives a clear defined outline for determining the desired outcome and how to achieve that outcome. Within this framework members of the team are able to input into the model and the project at each level.

Setting goals with a team does not mean that the team can change the goals, however, they may have a new perspective on it, exploring the reality with the team is an opportunity to discuss strengths and weaknesses in the team and organisation, the next step is to look for opportunities, a coach/ manager may use this as an opportunity to expand the skill set of the team and give new or extra responsibility to someone or identify training needs, the next step is to affirm action this is where the workload is delegated through the team, allowing everyone to know what each person is doing and giving them responsibility for that action, can empower the workforce giving them autonomy while also having structure and deadlines.

To implement the GROW model into the workplace my method would be to use it in team briefings when establishing targets and goals for projects, when managing the team it may be useful to have a flipchart at the meeting so each stage can be mapped out, then a group email sent clarifying goals set, reality, opportunities, what next. In the email if specific tasks have been set or delegated to someone then these can be highlighted,  the charts and email can be kept to show in future meetings what the team agreed and measure how they are progressing. The GROW model is good for projects and deadlines as it looks ahead and establishes clear steps to achieving a goal.

The OSKAR model was created by Mark McKergrow and Paul Z Jackson, the model has five stages, Outcome what is the objective of the session and what we want to achieve today?,  Scaling rate the situation 1-10 how did you get this far? how to get to 10?, Know how and resources what helps you perform at 10 rather than 0? how does this happen?, Affirm action what is working well? what will it take to get to 10?, Review what is better now? what did you do to effect change? what will change next?.

The OSKAR model is more aimed at improving personal performance, although it can be used effectively in a team setting as well. When considering how to implement this model in the workforce it is worth considering that when asking questions on what helps you perform at 10 and not 0? This can be very personal, and employees may not want to disclose performance weaknesses in a group environment, with this in mind it may be more effective to use this model in one to one talks, yearly reviews, personal performance reviews, where the employee is more likely to engage and be more open about their performance.

Where OSKAR is different from the GROW model is the GROW model tends to look at a long-term goal whereas the OSKAR modal stats with what do you want to achieve today or out of this session? This is a more immediate goal and also a more personal one, then there is an assessment of how did you get this far? How to get to 10? This is an opportunity for an open discussion on what has gone well and what goals the employee may have, the next stage What helps you perform at 10? This is where discussion about what is of benefit to the employee that increases productivity, then affirm, what is working well? This can be from both sides the employee can state what works well and the coach/manager can say what has been observed to be working well, it is also an opportunity to identify areas of growth and development, then the review stage this can be done on two levels immediately by asking what is better now? Or by setting a review date to give time for change to happen.

Each stage of the OSKAR model is a two way process and involves interaction between the employee and coach/manager being open and honest, once the process has taken place then an action plan can be developed to assist the development of the employee, timescales, targets, training and review points can be agreed, a copy of the meeting kept on personal file and email sent to the employee for their own personal record.

Implementing and managing the OSKAR model would be more effective once there is a coaching culture embed into the organisation, as the questions about performance are intended to assist the employee in growing, without a coaching culture impeded in the organisation there may be some resistance to participate fully as it may feel like questions are being asked about their ability to do their job, when there is a coaching culture then the employee can see that the OSKAR model is there to assist them and their development.

In conclusion to be most effective in embedding the GROW and OSKAR models into an organisation, the organisation needs to be ready to adopt a coaching mindset from management down, by having the overarching principle of COACH in the organisation this will encourage a culture of coaching and mentoring within the organisation, this will facilitate the participation of employees in coaching and mentoring processes.

The GROW model can be embedded into working practice for team briefs and project management, as this model has a framework that clearly sets out goals, identifies the reality which will inspire the employees, identifies opportunities of growth for both organisation and employees, and has review dates to monitor progress.

The OSKAR model is a more personal model, although depending on the team dynamics can be used in a team setting, Identifying the needs of the employee, how well they are doing and what their needs are to progress, what action needs to be taken and review points agreed, this is a valuable model for developing people, a process of trust and openness to discuss opportunities for growth and development.

By embedding a culture of coaching and mentoring in the organisation both the GROW and the OSKAR models can be introduced at the appropriate times with the appropriate groups, with both models managed by having review points agreed on a regular basis and with having an email copy as a reference point to go over agreed deadlines, tasks and assignments.

Both models are of equal value and can be equally effective, a regular review of the effectiveness of both models and how they are used within the organisation would be carried out to ensure that the organisation is maintaining a high level of coaching practice that is best for both organisation and employees.

Comment ( 1 )

  • Ntc33

    Thanks for a magnificent article.

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