GROW Model

The GROW model is a technique that has been historically used in coaching, The model goes back to the 1980s and 90s. There is no clear originator, but a number of authors have popularized it, among them Graham Alexander, John Whitmore, and Max Landsberg (whose book „The Tao of Coaching“ is a great reference).


While the applications in coaching are well know, I believe the model is actually quite helpful also in a project management and problem solving context. For example, it’s a good interview guideline as you scope out a project: You’ll ask some questions about goals, reality/situation, obstacles/options and the way forward. So in the explanation of the model below, rather than using a coaching example (e.g. a client wants to lose weight), I included some examples related to this broader problem solving application.

Here is what the model stands for:

G – Goal
Define as clearly as possible the goals and objectives. Questions to ask: How will success look like? What are the three things you are trying to achieve? How will you know when this project has achievedd its goals?

R – Reality
Describe the current situation. In the context of project scoping, questions could include things like understanding key processes, important metrics (What is the current revenue, cost base, throughput, units produced?), service levels, etc. But this step typically also explores what has already changed, what triggered the project, why is this project being undertaken now.  

O – Obstacles, Options, Opportunities
The O in GROW really has two potential meanings, so let’s explore them one at a time:
Obstacles are issues that have prevented the organization or the individual(s) from achieving the stated goal so far. These obstacles could be real or perceived, internal (e.g. cost constraints, politics, lack of capabilities and skills, etc.) or external (e.g. competitive pressures, new technologies, etc.). A good question to ask here: What would have to change for us to significantly grow this business?
Options or Opportunities present a way to picture what the future will look like. For example: If you had access to technology XYZ, how would that help you expand your business? Or: What are potential ways by which we could expand revenue of this unit?

W – Way Forward, or Will, or Wrap-up
I personally prefer „Way Forward,“ rather than Will or Wrap-up. But I have seen various versions of this. At this point, the Options or Opportunities need to be converted into actions, which will help the organization achieve its goal(s). Obviously, the key here is to be as specific as possible.

I have also seen a variation of the model called „SO I GROW“, which stands for S Situation, O Obstacles, I Implications, G Goals, R Reality, O Options and W Way forward. The drawback of this variation is that Situation and Reality are really quite similar, and Reality is then awkwardly stuck in the middle. However, I like the fact that Obstacles and Options are separated, which makes a lot of sense. So here is my personal proposal: the GROOVE Model, as in:
G Goals
R Reality, Situation
O Obstacles
O Options, Opportunities
V Validate and Decision
E Execution

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