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2021 Research Paper: An Overview of Coaching Models

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Research Paper: An Overview of Coaching Models
2019/08/23

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vor etwa 2 Monaten

📹ICF Code of Ethics video series.

These past few months we shared with you The
International Coaching Federation Code of
Ethics which was updated in 2020.
🌎Featuring coaches from around the world
working on the Ethics standards, the series is
divided into different parts.... See more

Research Paper By Kincso Biro

(Leadership Coach, GERMANY)

Introduction
YOUTUBE.COM
ICF Code of Ethics, Part 5
“ The International Coaching Federation Code …
ICF defines coaching as partnering with clients in a thought-
provoking and creative process that inspires them to maximize
1 Comment Share
their personal and professional potential. (ICF)

International Coach Academy

It is the process part of the definition that I would like to explore in this paper. I vor etwa 2 Monaten

would specifically like to focus on the coaching models that help us to 📹ICF Code of Ethics video series.
understand the coaching session and the overall coaching journey from a Each week, we share with you The International
system perspective. Coaching Federation Code of Ethics which was
updated in 2020.

🌎Featuring coaches from around the world

While the agenda is always set by the client, the role of the coach in a working on the Ethics standards, the series is
coaching session or in a coaching journey is to facilitate the process in a way divided into different parts.... See more
that takes the client from clarifying goals, through decision making to action
planning and accountability (Stoltzfus 2008).

Coaching models provide a structure for this facilitation. However, it is

important to note that these models are not rigid systems; they provide
structure for the coaching conversation or coaching journey but at the same
time also flexibility.

My overview starts with the simple four-step models and goes all the way up
to a more complex and more detailed eight-step model. Categories

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GROW Model Categories

Select Category
According to literature the GROW model has originally developed by Graham
Alexander, however, it was popularized by Sir John Whitmore (Palmer 2005).
It is a relatively straightforward 4-step coaching model, and it is also probably
the most used model for coaching. According to a study conducted by the
Work Foundation and the School of Coaching in 2002 about 1/3 of the
coaches claimed that they use GROW, about 1/3 reported to use other
coaching models and about 1/3 of the respondents did not know what
coaching model or process they use. (Dembkowski & Eldridge 2003).

Example questions

This phase is about helping the

The goal for the issue:
client identify and clarify their

goals not only for the session but ‘What’s the dream?’

also for the entire coaching

‘How would you like it to be?’
journey. Whitmore emphasizes

the importance of clarifying the

‘What does that look like?’
dream goal, the end goal,

performance goals and process

goals. He also underlines the

The goal for the
significance of the ownership of
conversation:
Goal these goals as a key element of

motivation. According to him it is

‘What would you like to
not enough to have SMART
achieve in the
(Specific, Measurable, Agreed,
conversation?’
Realistic, Timeframe) goals but

they also have to be PURE ‘What would make this time

(Positively stated, Understood, well spent for you?’
Relevant, Ethical) and CLEAR
‘What would be the most
(Challenging, Legal,
helpful thing for you to take
Environmentally sound,
away?’
Appropriate, Recorded).

Reality This phase is about inviting the ‘What is happening at the

coachee to explore their current moment?

reality and develop a more

How important it is to you?’
objective view of it. This is the

source of better self-awareness.

‘What impact is this having

on you?’
Whitmore emphasizes the

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12.2.2021 Research Paper: An Overview of Coaching Models

“when”, “where”, “who” and “how ‘What action(s) have you

much” questions in this phase as taken so far?’

these questions are seeking facts

‘What has stopped you from
while “why” and “how” invite
doing more?’
opinion.

‘What internal resistance do

Whitmore suggests that once the
you have to take action?’
current reality is clear the goal

can be revisited if needed, it can

be fine-tuned, sharpened or even

altered if the current reality turns

out to be different than originally

thought.

‘What could you do?‘

This phase is a creative one. It is

‘What ideas do you have?’
about engorging the client

maximize choices, ideally without ‘What alternatives do you

examining the feasibility of their have?’

options. Often negative
Options
assumptions limit our thinking e.g. ‘Is there anything else?’

it cannot be done. In this case,

‘What has worked in the
coaches can use “What if…”
past?’
questions e.g. What if it was

possible? ‘How could you improve that

situation?’

This phase is about converting

the discussion into a decision.

‘What will you do?’
According to Whitmore “Will” has

two stages: ‘How will you do that?’

1) Accountability set-up; defining ‘When will you do that?’

Will
actions, timeframes, and
‘Who will you talk to?’
measures of accomplishments

‘Is there anything you need

2) Follow-up, Feedback; review
to put in place before that?’
and reflect on how things went
and on key leadings

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Sources: Whitmore 2017:95-152; 257-260

Number of coaching models have been developed based on GROW, like the
T-GROW model (Topic; Goal; Reality; Options; Wrap-up; Downey, 2003); the
I-GROW model (Issue; Goal; Reality; Options; Wrap-up; Wilson, 2011);
McKinsey’s SO*I*GROW (Situation; Opportunities; Implications; Goal; Reality;
Options: and Will) and the Mount Eliza School of Business 4-A model
(Agenda; Analysis; Agreement; Action) (Grant 2011: 120). Some of the other
models will be discussed in more details later in this paper.

CLEAR Model
CLEAR Coaching Model is a five-step coaching model. It was developed by
Peter Hawkins in the early 1980s (Grant 2011: 120). CLEAR is derived from
the GROW Model, however, it introduces a new stage, Review, which allows
reflection for both the client and the coach at the end of the coaching session
or coaching journey. (Stout-Rostron 2014: 105)

Example Questions / Actions

Initiate the discussion using an

iterative clarification of the ‘How would you like to be

coachee’s needs, set goals in coached today?’

Contracting line, the desired outcome and

‘What helps you learn?’
agreeing on the ground rules not
only for the session but also for ‘What blocks your learning?’
the entire coaching journey

Using active listening as a

catalyst to become aware of the Listen for or consider:

detail data and patterns of

behaviour, help the client to ‘What am I hearing in the

generate their understanding of content of the words?’

the situation and generate

‘What am I hearing that isn’t
personal insights. Focus not only
Listening being said?’
on what is being said but also
what the client tries to ‘What isn’t being heard or
communicate. Watch out for non- said?’
verbal signs, metaphors, stories

and limiting beliefs. A coach can ‘What could I ask to help the
use paraphrasing or reframing to client to reflect?’

clarify the words of the client.

Exploring Enabling the client to generate ‘Has this happened before?’

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impact the situation has on them ‘What was the

or on others and also to develop outcome/result?’

future options for change.
‘How did your
behaviour/reaction affect the

situation?’

‘What did you feel when so-

and-so said… or did…?’

‘What outcome would you

prefer?’

‘What do you think you can

do?
Supporting the client the find the
best way forward, rehearse new Is there anything else you
Action
actions, set a commitment to could possibly do?’
next steps.
‘How will this (action step) help
you achieve your goal?’

‘What worked for this

Closing the intervention with both session?’

coach and coachee reflecting on

‘What did not work?’
Review what is working and what is not,

what could be done differently in ‘What else would you have

the next coaching sessions. preferred either of us to do or
to say?’

Sources: Stout-Rostron 2014: 113-115, Smith &Hawkins (2018): 237

The CLEAR Coaching Model along with the 4 Levels of Engagement is the
heart of transformational coaching. (Smith &Hawkins 2018: 236)

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Mapping the CLEAR process on the 4 Levels of Engagement

Source: Smith &Hawkins 2018:238

ARROW Model
ARROW is a five-step coaching model. It is also known as the Coaching
ARROW. It was developed by Matt Somers. (Libri 2004) This model is also
based on the GROW model, however, it introduces a new step, Reflection,
after exploring the current reality. The five steps of the ARROW model are:

1. Aims
2. Reality
3. Reflections
4. Options
5. Way forward

OSKAR Model
OSKAR is a five-step coaching model, which is often used in Solution-focused
coaching. It was developed by Jackson & McKergow in 2007. (Palmer 2007:
71). This is the only model, among the ones listed in this paper, which does
not elaborate on the current situation or current reality at all, only uses it as a
benchmark for scaling. So, this model represents the solution-focused
coaching approach in its purest form.

Example Questions

‘I want you to imagine that you have attained your

goal. What changes do you see in your working

environment?

‘You’ve come into work today to find that this

problem has vanished. What changes have

Outcome
occurred?’

‘What do you want to achieve?’

‘Are there times when the solution is already present,

or something similar? Can you identify what is

different about these times?’

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Scaling On a scale of 0 to 10, with 0 representing the worst it

has ever been and 10 the preferred future, where

would you put the situation today?’

‘If 0 is no achievement and 10 is complete goal

achievement, where are you on the scale already?’

‘You are at “N” now; what did you do to get this far?’
‘How would you know you had got to N+1?’

‘What are your strengths?’

‘What helps you perform at “N” on the scale, rather

than 0?’

‘What knowledge do you currently have that is

helping you?’
‘What resources do you have?’

Know-how and ‘What skills do you currently have that are helping

resources you?’

‘What attitudes do you currently have that are

helping you?’

‘When does the outcome already happen for you –

even a little bit?’

‘What did you do to make that happen? How did you

do that?’

‘So your knowledge of “X” is extensive and has

enabled …’
‘Reacting to the situation in the way you describe

was excellent because …’

Affirm and action
‘The level of skills within your team is much higher

than others I’ve seen in this situation.’

‘How can you use these resources and strengths to

help you achieve your goal?’

‘Will keeping that successful process in place helps

you complete that action?’

‘What did you do to get this far?’

Review
‘How can you do more of that?’

‘Do you think altering the current procedure has any

additional benefits?’

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Source: Free Management Ebooks

LASER Model
LASER is a five-step coaching model developed by Graham Lee in 2003. To
avoid confusion it is important to note that the LASER Model is a coaching
model which not the same as the laser coaching approach. According to Lee,
it is a flexible framework that indicates the core activities. (Edgerton & Palmer
2005)

The five stages are:

1. Learning
2. Assessing
3. Story-making
4. Enabling
5. Reframing

CIGAR Model
CIGAR is a five-step coaching model developed by Suzy Green and Anthony
Grant in 2003. Unlike other solution-focused coaching models, CIGAR uses a
gap analysis approach. It is based on Egan’s Skill Helper Model (1. Current
scenario; 2. Preferred scenario; and 3. Strategies to get there. Each of these
three stages has itself three sub-stages which are: 1. story; blind spots;
leverage; 2. possibilities; agenda; commitment; 3. strategies; best fit; plan)
which is widely used in counselling (Grant 2011: 121).

The five steps of CIGAR model are:

1. Current situation
2. Ideal outcome
3. Gap analysis
4. Action plan
5. Review

ACHIEVE coaching model

ACHIEVE is a seven-step coaching model. It was developed by Dr Sabine
Dembkowski and Fiona Eldridge in 2003. They argue that ACHIEVE is the
logical extension of the GROW model and it and follows the development of a
coaching relationship in a systematic manner. (Dembkowski & Eldridge 2003)

Assess the current Encouraging the client to develop a holistic

situation understanding of their situation

Creative brainstorming of Stimulating client to open up and see their problem

alternatives to the current from an entirely different perspective, e.g. by using

situation questions like: “What would you do if money would

not be an issue?” or “What would you do if you

knew you could not fail?”
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Supporting the client to develop SMART goals. It is

very important that the goals are truly relevant or

meaningful to the client, as these goals are more

likely to be achieved. The coach can also help the

client to develop full expedience of the goal; how it

Hone goals
will look like, sound like and feel like to achieve this
goal. Developing a sensory experience of the goal

can help clients to determine if this is really what

they want and also gives them a benchmark against

which they can measure their progress.

Encouraging the client to develop a wide range of

Initiate options
options for behaving to achieve the goal.

Supporting the client the weight up the different

Evaluate options
options.

Supporting the client to build a concrete action plan

that gets them from where they are to where they

Valid action programme want to be. This is a critical phase of the coaching,

design coaches need to make sure that the client is

committed to the actions, statements are clearly

articulated as well as the timelines.

Providing ongoing support for the client to motivate

them, display belief in their capabilities to keep them
Encourage momentum on track.

Sources: Dembkowski & Eldridge (2003)

PRACTICE Model
PRACTICE is a seven-step problem-solving and solution-focused model
originally developed by Stephen Palmer in 2007. It is based on the seven-step
problem-solving sequence developed by Wasik (1984): Problem identification;
Goal selection; Generation of alternatives; Consideration of consequences;
Decision making; Implementation; Evaluation.

Example Questions
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‘What’s the problem or issue or concern or topic

you wish to discuss? What would you like to

change?’

‘Any exceptions when it is not a problem, issue or

concern?’

‘How will we know if the situation has improved?’

Problem identification ‘On a scale of 0 to 10 where ‘0’ is nowhere and ‘10’

is resolved, how near are you now today, to

resolving the problem or issue?’

‘Any distortions or can the problem or issue be

viewed differently?’‘Can you imagine waking up

tomorrow morning and this problem (or issue or

concern) no longer existed, what would you notice

that was different?’

What do you want to achieve?

Realistic, relevant goals

developed
Let’s develop specific SMART goals.

(e.g. SMART goals)

What are your options?

Alternative solutions
generated
Let’s note them down.

What could happen?

Consideration of
How useful is each possible solution?
consequences

Let’s use a rating ‘usefulness’ scale for each

solution where ‘0’ is not useful at all, and ‘10’ is

extremely useful

Target most feasible What is the most feasible solution(s)?

solution(s)
Now we have considered the possible solutions,

what is the most feasible or practical solution(s)?

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Implementation of
Let’s implement the chosen solution by breaking it

down into manageable steps.

Chosen solution(s)

Now go and do it!

How successful was it? Rating ‘success’ scale 0 to

10.
Evaluation
What can be learnt?

Can we finish coaching now or do you want to

address or discuss another issue or concern?

Sources: Palmer 2007, 2008, 2011

Palmer argues that problem-solving models and frameworks can be used

together with cognitive or cognitive behavioural coaching approaches. If the
problem can be solved at a practical level then a problem-solving approach is
sufficient, however, if the client gets stuck due to some unhelpful thinking or
performance interfering thoughts (PITs) the cognitive approach of the
ABCDEF model can be used to resolve the issue. (Palmer 2005: 26)

“The model is based on Albert Ellis’s ABC model emotional disturbance

whereby the individual typically assumes a direct link between A, the
Activating event or an Awareness of a problem or issue and C, the
behavioural and/or physical Consequence, when in reality this relationship is
mediated by B, the Beliefs and perceptions of the activating event. D is about
examining the belief, while E is about developing an Effective, new response
or change in the behaviour.” (Williams & Palmer & Edgerton 2018: 23) F,
which stands for Future focus, has been added to the model to encourage
learning from ABCDE.

Sometimes the model is also referred to as G-ABCDEF, which also captures

the Goal setting phase at the beginning of the coaching session(Williams &
Palmer & Edgerton 2018).

POSITIVE
POSITIVE is an eight-step coaching model, which was developed by Vincenzo
Libri in 2004. It is based on the GROW and ACHIEVE models. (Palmer 2007:
71)

Example questions

Purpose Encouraging the client to have ‘What is it that you want to

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clarity about what they want achieve?’

from the coaching relationship

‘What is the desired outcome
as well from the coaching
for this session?’
conversation. Strategically

using questions, active

‘What do you want to
listening, attending non-verbal
accomplish trough coaching?’
signs, paraphrasing, and

summarizing to get the whole ‘How do you think coaching will

story out of the coachee. help you with your aims?’

‘Have you thought about other

solutions besides coaching?’

‘What have you tried so far?’

‘What has worked for you in

the past?’
Encouraging client to have

clarity about their position and ‘Who else is involved or knows

Observations
environment is a balanced, about this?’

rational and functional manner.

‘How can you start to resolve

this issue?’

‘What is happening right now?’

‘How clear are you on what

you want to achieve?’
Once the client has clarity
about the goal, their current ‘What does success look like

reality and environment it is for you?’

very important to translate the

‘How long have you got to
goals into SMART objectives.
Strategy achieve this?’
It is also very important that
the clients themselves set their ‘How will you know when you

own goals. The role of the have succeeded?’

coach is to ensure that these
factors are present. ‘Does this accurately
summarize what your aims

are?’

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Insight Encouraging the client to ‘How committed are you in

consider their goals and what achieving this goal on a scale
emotions arise when thinking of 1-10?’

about the goal. This phase is

‘How confident are you in
about determining if the goal is
achieving this goal on a scale
really what the client wants,
of 1-10?’
the goal is attractive,
motivating and not
‘How attractive is this goal for
overwhelming.
you?’

‘How challenging is this goal

for you?’

‘Are there potential obstacles

you have to consider?’

‘Who will you share your goal

with?’

‘Is there someone who you can

ask to sponsor you in your goal
This phase is about defining
pursuit?’
Team what support network can be
created by the client.
‘Who has supported you in the

past?’

‘Who or what inspires you

when things get tough?’

‘When will you start to act on

this?’

This phase is about

‘Are you sure you want this?’
encouraging the client to

formulate their strategy, action ‘How will you begin?’

Initiate
plan and start taking steps
‘Who will you tell when you
towards implementing their
have started?’
goals.

‘What will you do if you run into

difficulties?‘

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Value This phase is about breaking ‘How will you celebrate your

down the big overarching goal success?’

to smaller weekly tasks. This
‘Who will you celebrate with?’
ensures that the client has

regular feedback and can track

‘How valuable is this progress
progress and thereby able to
to you?’
celebrate the advancement.

‘How will you feel having

achieved this step?’

‘Are you keen to continue?’

‘How are you doing with your

goals?’
This phase is about
encouraging the client to stay ‘What have you done so far?’

motivated from session to

‘Do you need any help with
session and also in between
Encourage that?’
the sessions. While the coach

helps the client to build their ‘How are you sticking with your
support network the coach plan?’
plays a key role in this.
‘Have you experienced any

difficulties?’

Source: Libri, V. (2004).

OUTCOMES model
The OUTCOMES model (Mackintosh, 2005) is another eight-step model
(Grant 2011):

1. Objectives for the session

2. Understanding – the coach should understand why the coachee wants to
reach the objective
3. Take stock
4. Clarify
5. Option generation
6. Motivate to action
7. Enthuse and encourage
8. Support

Conclusions
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There is a wide variety of coaching models available for coaches to use or

adapt. However, most coaching models are rooted in cognitive behavioural
approach and belong more to the behavioural side of the spectrum.

There are models which first look at the current situation and then move into
goal setting, and there are other models that first start with the goal setting
and then move into developing a better understanding of the current situation.

Most models emphasize the importance of generating self-awareness while

others, e.g. OSKAR, take a plain solution-focused approach.

Coaching models also vary in terms of complexity. Perhaps more simple

models provide greater flexibility while more detailed models provide more
guidelines.

Whichever approach the coaches take, the models are there to provide a
structure for the coaching session or coaching journey thereby helping the
coach to manage the process so that the client at the end arrives at their
desired destination.

References:
International Coaching Federation. ICF Definition of Coaching
https://coachfederation.org/about Viewed on the 24th July 2019

Dembkowski, S. & Eldridge, F. (2003). Beyond GROW: A new coaching

model. The International Journal of Mentoring and Coaching, 1(1), November.

Nick Edgerton & Stephen Palmer: SPACE (2005). A psychological model for
use within cognitive behavioural coaching, therapy and stress management.
The Coaching Psychologist Vol. 2 No. 2 November

Free Management Ebooks. The OSKAR Model http://www.free-management-

ebooks.com/faqch/models-11.htm Viewed on the 24th June 2019

Anthony M. Grant (2011). Is it time to REGROW the GROW model? Issues

related to teaching coaching session structures. The Coaching Psychologist,
Vol. 7, No. 2, December

Libri, V. (2004). Beyond GROW: In search of acronyms and coaching models.

The International Journal of Mentoring and Coaching, 2(1), July.

Stephen Palmer. (2007). PRACTICE: A model suitable for coaching,

counselling, psychotherapy and stress management The Coaching
Psychologist, Vol. 3, No. 2, August

Stephen Palmer (2008). The PRACTICE model of coaching: towards a

solution-focused approach Coaching Psychology International.

Stephen Palmer (2011). Revisiting the ‘P’ in the PRACTICE coaching model
The Coaching Psychologist, Vol. 7, No. 2, December

Nick Smith & Peter Hawkins (2018). Transformational Coaching in Elaine Cox,
Tatiana Bachkirova, David Clutterbuck (ed.). The Comprehensive Handbook
of Coaching (3rd Edition) Sage Publications. 231-261

Tony Stoltzfus (2008). Coaching Questions. A Coach’s Guide to Powerful

Asking Questions. Tony Stoltzfus Privacy & Cookies Policy

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12.2.2021 Research Paper: An Overview of Coaching Models

Sunny Stout-Rostron (2014). Business Coaching International, Transforming

Individuals and Organizations (2nd Edition) Karnac Books.

Sir John Whitmore (2017).Coaching for Performance (5th Edition) Nicholas

Brealey Publishing.

Helen Williams & Stephen Palmer & Nick Edgerton (2018). Cognitive
Behavioural Coaching in Elaine Cox, Tatiana Bachkirova, David Clutterbuck
(ed.).The Comprehensive Handbook of Coaching (3rd Edition) Sage
Publications. 17-34.

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