Practicality of the OSCAR model of coaching

Last week we introduced the OSCAR Model of coaching. This week we explore the application of the OSCAR model as well as highlighting the pros and cons of the model.

Research has shown that the OSCAR model is useful for coaches as it allows them to provide support whilst giving the employee space to take charge of their own action plan.

The model also enables the coach or manager to regularly check that the team member is on track and working towards achieving their goals while at the same time providing a safety net in the event that the team member become overwhelmed.

The primary use of the OSCAR model is to encourage employee development for both the short and long term.

This model is also ideal for coaches that do not have enough time to supervise and guide each employee to achieve their outcome, as it allows the coach to provide support and encourage the employee to take the lead on their own development.

This means the coach remains a thinking partner ready to support the subordinate achieve their set goals.

Individuals can also apply the model in any personal development scenario to encourage themselves to strive for their goals.

The Affirm stage is mostly useful to individuals as it allows them to revisit and reaffirm their achievements and successes and to recognise where they have done things well.

From there individuals can look at the steps they need to take to build on them and pave the way for future success.

One of the key benefits of the OSCAR model is its collaborative approach.

Collaboration helps the manager to discover what their team members want to achieve as well as ensuring that you get the outcome you want.

Progress and positive achievement is another advantage of the OSCAR model as it allows individuals to focus on success and moving forward rather than highlighting a problem that needs to be resolved.

This can empower the team as it encourages higher morale, better working relationships which can inspire creativity.

The OSCAR model is progressive as it focuses on small achievements and steps.

The model can therefore be helpful in tough team situations where the manager needs to encourage individuals to achieve larger goals, one step at a time while staying focused on the goal.

The OSCAR model is known for its flexibility as it can be used as a set of tools rather than a single process i.e., you don’t need to use all the elements every time.

For instance, one may focus on the Outcome, know-how and Affirm in the short term and leave it at that.

The OSCAR is therefore useful for busy managers who are looking to engage in short and effective coaching conversations.

The OSCAR model, though designed to be linear, can be altered to jump to a section where needed. It therefore allows coachees to adjust their desired outcomes and or Know- how along the coaching process.

Although the OSCAR model is helpful in the coaching context there are several cons associated with the model which users are supposed to be aware of.

Firstly, it has been noted that people often spend too much time on the affirmation stage and lose sight of the solution.

Secondly, the outcome of the coaching process may get lost in dialogue and continuous rating (scaling, affirmation, and reviews).

It is therefore important for the coach to structure the coaching sessions and questions in a manner that does not over emphasise affirmation at the expense of the other processes.

The outcome of the coaching session should also be clearly defined avoiding ambiguities to ensure that the outcome stays in sight.

Chiedza Kadare is an OD Practitioner. You can get in touch with her on WhatsApp/call +263 77 283 0986 or Email chiedza.kadare@gmail.com

Paul Nyausaru is an OD Practitioner and leadership coach. For all your OD interventions and leadership development training you can get in touch with him on WhatsApp/call +263774062756 or Email pnyausaru@gmail.com