Campbell's Growth Model

Last year I attended a CATE training day where the Growth model of coaching was explored. I had completely forgotten about this particular model, but a bit of digging refreshed my memory. This model, rather like the SOTAP or SOAP model (see here), or the the Calgary-Cambridge guide (here), could be used as a practice framework to guide new practitioners in ensuring that the client gets what they seek from each practice session. 

Originally developed by Sir John Whitmore of UK golfing fame (1992) as the "GROW" model, and expanded by John Campbell to "GROWTH" (see the diagram accompanying this post; 2016, p. 236), this framework allows us to walk alongside our client to facilitate our clients in determining, evaluating, milestoning, and achieving goals.

Expanded from Whitmore's four step model (1992), the expanded framework of Campbell (2016) is an eight step GROWTH model, bracketed by Rs:

1. Relationships: trust building with the client. 
2. Goals: what the client wants to achieve, for "a preferred future in an identified area of change", agreed to and clarified (Campbell, 2016, p. 235)
3. Reality/Resources: what is happening for the client now, so we can "establish a starting point on the journey towards the goal" (p. 235), identifying "what’s already working" (p. 237), and inventorying resources including skills, context, experience, values, mentors and whanau support. The client needs a "sense of ‘I can do this!’" (p. 237)
4. Options: what could the client do; identifying and "generating possible strategies and options for [assisting the client in] achieving the goal" (p. 235). Here we can use Hope-Action Theory (Amundson et al., 2020) to address challenges, to help clients feel their own agency, and allow them see possibility over barriers
5. Will: what will the client do. This step is about the client deciding which actions should/could be taken with the resources, energy and time that they feel they have capacity for
6. Tactics: how and when will the client take action; and "identifying and committing to simple and do-able small next step actions" (p. 237). This work aligns with SMART goals (Doran, 1981), where specific tasks can be scheduled, at a pace that suits the client
7. Habits: how will the client sustain success; or working with the client to "identify support mechanisms that can ensure that progress towards the goal is sustained" (p. 238)
8. Results: how will the client celebrate their goal results, to keep motivation and engagement going.

This is quite a useful practice framework. I shall try not to let it slip from memory again!

Sam

References:

Amundson, N., Niles, S. G., & Yoon, H. J. (2020). Hope-action theory and practice. Educational Psychology, 60(18), 91-102. https://doi.org/10.5604/01.3001.0014.6227

Campbell, J. (2016). Framework for Practitioners 2: The GROWTH Model. In C. Van Nieuwerburgh (Ed.), Coaching in Professional Contexts (pp. 235-240). SAGE Publishing Ltd.

Doran, G. T. (1981). There's a S.M.A.R.T. way to write managements' goals and objectives. Management Review, 70(11), 35-36.

Whitmore, J. (1992). Coaching for Performance: A practical guide to growing your own skills (1st ed.). Nicholas Brealey Publishing.