MMH250 Assignment: In-depth Analysis of the GROW Model

This report provides an in-depth analysis of the GROW model, a coaching framework originating from sports and influenced by fields like psychology and personal development. It defines the model as a structure for coaching sessions, emphasizing its role in helping individuals and organizations achieve goals. The report highlights the strengths of the GROW model, such as its ability to identify goals, guide coaches, and offer flexibility. It also addresses weaknesses, including potential difficulties in handling multiple situations and the risk of focusing too much on action at the expense of client awareness. The conclusion underscores the importance of implementing the GROW model, raising awareness of its benefits, and considering ethical implications. The report references various studies to support its analysis.

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Analysing various Aspects of the GROW Model
By (Name)
Name of the Course
Title of the Instructor
Institutional Affiliation
City and Date
The final date of Submission

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THE GROW MODEL
Introduction
The concept of coaching is an idea that originated from sports. Though according to history, the
evolution and development of coaching have been influenced by quite some fields of study with
the major ones including personal development, psychology and even adult education. A
coaching model can be best described as a framework (Jones, Woods and Guillaume 2016). In
most occasions, it doesn't indicate various ways on how to coach, but instead, it has the
capability of clearly coming on board and presenting itself as one of the essential underlying
structure that can be used during various coaching lessons (Mihiotis and Argirou 2016). oOne of
the most critical roles that a leader can always implement within a given organisation is to come
up with appropriate coaching techniques to enable all the employees attached to the organisation
to do better. This will, therefore, allow them to make appropriate decisions, be able to adequately
solve some of the problems that tend to hold them back and even go as far as learning new skills
within the organisation (Lancer, Clutterbuck and Megginson 2016). Quite a number of
individuals are fortunate enough most so when it comes to acquiring formal training specifically
in coaching. However, quite some personalities have to go on board and be able to develop some
of these critical skills appropriately.
Additionally, the GROW model is one of the most simple but powerful parameters that aims
towards structuring various coaching sessions. The model talks about three different settings that
majorly include; Goal, currently reality being experienced, multiple options and finally there is
the will that clearly describes the way forward regarding a given situation (Netolicky 2016).

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Individuals and organisations who have been able to come on board to implement this model
have ended up attaining quitter some future goals in real time without encountering any barrier.
Strengths of the GROW model
This model consists of quite some advantages that are capable of scaling up the condition
of an organisation by ensuring that various goals are achieved within the desired time. This
model helps different coaches to identify what they want both at the current situation and in the
coming future. At some point, these strengths are generally termed as the pillars of development
that aims towards taking quite some operations to the next level and even go as far as bringing
change to the surrounding society (Grant 2016). Moreover, it plays one of the essential roles
when it comes to group coaching or even implementation of various meetings attached to a
particular business. This further ensures that the coach who is available at the outset can be able
to implement a reasonable common goal and be able to carry out various operations from that
point. This model offers adequate guidance to the coach thus clearly explaining what should be
done together with what should be avoided to minimise the occurrence of any future mistake,
most so those with the potential of preventing various operations from taking place
smoothly(Berg and Karlsen 2016). Finally, this model is very flexible and can be easily
understood by everyone. As far as research is concerned, it is clear beyond any reasonable doubt
that effective coaching and counselling is known to have a high probability of building one of the
essential strong working relationships and even goes further to encourage issues associated with
retention thus helping the employees to scale up in their careers.
Weaknesses of the GROW model

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Various gaps are associated with this model; this has therefore made it very difficult to
handle multiple situations and come up with the desired outcome (Stefanidis 2016). The final
stage of the GROW model that is always described as ‘The way to go' is one of the most
fundamental stages that is attached to this model. This is normally a stage where the client can be
able to identify quite some actions to be taken. In as much as coaching involves taking the client
to greater heights, not every session may be able to result in a particular action to be taken under
various circumstances(Collins and Olive 2016). If a given coach is so intent on clearly finding
the actions and at the same time trying as much as possible to focus on the ‘doing’, there is a
high probability of him overlooking the importance of scaling up the awareness of various clients
about what kind of personalities they are, what issues they are noticing and even the feelings that
they have pertaining to the issues. Additionally, some of the coaches who are always intent on
getting a good number of their clients to action they may at some point fail to allow to fully
having an exploration of what is important to them thus resulting in various actions that some of
their clients are not committed to. If any of the clients decide to spend too much time focusing on
the ‘being’ instead of the ‘doing’ then there will be a higher probability of some of the actions
automatically falling out of the conversation.
Conclusion
This is a model that needs to be given priority as far as implementation is concerned.
There should be an adequate creation of awareness to expose various personalities on how this
model works. Additionally, it should always be implemented with the aim of scaling up to
multiple processes within the society thus bringing on board quite some positive impacts that aim
towards taking the community to the next level. On the other hand, various ethical considerations
should always be considered when carrying out some issues associated with the GROW model.

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This willa adequately eradicate the occurrence of any future problems that might hinder various
processes from taking place. When people have a clear understanding of how this model
operates, they will be able to appropriately put into practice multiple strategies and even be able
to set a good number of future goals. In conclusion, the GROW model can also be used as a
motivating factor most so when it comes to putting various activities into practice.

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References
Berg, M. and Karlsen, J. (2016). A study of coaching leadership style practice in projects.
Management Research Review. 6th ed. London: Peterson Erick.
Collins, J. and Olive, P. (2016). Financial coaching: Defining an emerging field. In Handbook
of consumer finance research. 5th ed. New York: Springer Cham.
Grant, A. (2016). New perspectives on goal setting in coaching practice: An integrated model
of goal-focused coaching. In Beyond Goal. 7th ed. New York: Albert Einstein.
Jones, R., Woods, S. and Guillaume, Y. (2016). The effectiveness of workplace coaching:
A meta‐analysis of learning and performance outcomes from coaching. Journal of
Occupational and Organizational Psychology, 89(2), pp.249-277.
Lancer, N., Clutterbuck, D. and Megginson, D. (2016). Techniques for coaching and mentoring.
3rd ed. New York: James Anderson.
Mihiotis, A. and Argirou, N. (2016). Coaching: from challenge to opportunity. 4th ed. London:
Ronald John.
Netolicky, D. (2016). Coaching for professional growth in one Australian school:“oil in
water”. International Journal of Mentoring and Coaching in Education. 4th ed. London:
Karlsen James.

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Stefanidis, D., Anderson-Montoya, B., Higgins, R., Pimentel, M., Rowland, P.,
Scarborough, M. and Higgins, D. (2016). Developing a coaching mechanism for
practicing surgeons.3rd ed. New York: Bramuel Scoffield.