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GROW Model

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The GROW Model

Tough decisions need to be organized so that people can move through them in a logical way. One technique is the GROW model. It’s a tool you can use to manage virtually any kind of tough conversation. For people familiar with Socratic inquiry, the GROW model is a way to remember each step along the path. It works like this.

The “G” in GROW stands for “goal.” The first thing in a difficult conversation is to establish the goal of the discussion – and its connection to a larger goal for the organization. Maybe it’s to deal with a problem employee or decide whether to discontinue a product line. For example, let’s assume the goal is to deal with a problem employee. As you talk about the goal, it becomes clear that the real goal is to get the employee to make changes to a membership database. Talking first about the goal ensures people are oriented toward the same goal.

The “R” stands for “reality.” The second thing people need to talk about is the current reality. What’s going on? How did we get here? What do we know? What don’t we know? Using the example, the reality may be that people can’t easily update member data, records are inaccurate, and the database can’t import data from other sources.

The “O” stands for “options.” This is the part that people typically jump to before they talked about the goal and the reality! What could we do? Hire a contractor? Change our management approach? Establish priorities for what gets fixed first? Scrap the existing platform? Here’s where people need to engage in creative brainstorming and share their ideas.

Finally, the “W” in GROW stands for “will” – as in what will we do and when? This is the time to decide on the next step. It can be the toughest part of the discussion, since people need to commit to action. If the decision is being made consultatively, one person can decide. If by consensus, it can take several rounds of asking each person what they would like to do. But ultimately, people are likely to come to agreement, if only because they’re exhausted! Perhaps the decision is to hire a contractor to assess quality of the database application. That’s the next step.

Teaching people the GROW model helps them feel more confident and comfortable in managing tough conversations. And that’s a key part of managing decisions well.

Goal

• What is the issue you want to tackle?
• In the long term, what is your goal related to this issue? What is the time frame?
• What intermediate steps can you identify, with their time frames?

Reality

• What is the present situation in more detail?
• What and how great is your concern about it?
• Who is affected by this issue?
• How much control do you personally have over the outcome?

Options

• What are all the different ways you could approach this issue?
• What else could you do?
• What would you do if you had more time, a larger budget or if you were the boss?
• What would you do if you could start again with a clean slate, with a new team?

Will

• Which option or options do you choose?
• What are your next steps?
• To what extent does this meet all your objectives?
• What could arise to hinder you in taking these steps?

Decision Management Workshop

LRI offers an advanced decision making workshop teaching leaders how to become an effective decision manager. To speak with a consultant about how LRI can improve decision management in your organization, call (916) 325-1190 or email info@leadingresources.com.

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