oskar-coaching-model

What Is The OSKAR Coaching Model? The OSKAR Coaching Model In A Nutshell

The OSKAR coaching model was developed in the early 2000s by organizational theorists and authors Paul Z. Jackson and Mark McKergow.  The OSKAR coaching model is a solution-driven method used for managerial coaching in the workplace. In their book titled The Solutions Focus: Making Coaching and Change Simple, the pair layout a framework to help coaches implement training sessions that are focused on solutions and not on problems.

Understanding the OSKAR coaching model

Coaching is a vital skill for leaders and managers in the workplace. When used in combination with positive feedback and reinforcement, it can foster behavioral change in subordinates that benefits themselves and the company as a whole.

The OSKAR model is one of many solution-based frameworks available for organizations. It is not as popular as the GROW model, but it is a useful alternative that is easily implemented and simple to understand. The focus of the OSKAR approach is to help the coachee move from their current state to a desired future state with more emphasis on behaviors than actions.

The five components of the OSKAR model

The OSKAR model is an acronym of five stages. Let’s take a general look at each below:

Outcome (O)  

What does the coachee want to achieve in the short, medium, or long term? What do they want to achieve in each session and how will the coachee know if each session has been beneficial? 

To help provide clarity to this process, the coach should ask the coachee to imagine a desired or ideal future state in detail.

Scaling (S) 

On a scale of 0 to 10, the coachee then rates where they are in relation to attaining that ideal state. Lower scores mean the individual is farther away, while higher scores mean the individual is closer. The coach should also rate the individual to increase objectivity.

Know-how (K) 

In the third state, the coach helps the coachee understand what skills and resources are required to achieve their stated goals. 

Some reflective questions the coach could ask include:

  • What do you need to learn?
  • Whose support do you need to secure?
  • Are there new skills you need to invest in? Who can teach these skills?

Affirm and action (A)

In the fourth stage, the coach helps the coachee assess their current state and look for ways to improve it. While less than ideal, the individual who rated themselves as a 5 in the second step should be encouraged to think about the competencies that got them there.

Questions that encourage the coachee to open up and be kind to themselves include:

  • What are you doing now that is already working? What makes it effective?
  • Which areas would you like to see change? How can this be accomplished?
  • What is your first step to moving forward? 

Review (R)

The review stage of the OSKAR process takes place in a separate session. This is because sufficient time should pass to allow the coachee to reflect on what has transpired and the progress that has been made. 

The review stage should then recommend actions that form the basis of another cycle of the OSKAR model. In other words, the coachee returns to stage one and redefines their short, medium, and long-term goals.

Key takeaways:

  • The OSKAR coaching model is a solution-driven method used for managerial coaching in the workplace.
  • The OSKAR coaching model focuses on helping the coachee move from their current state to a desired future state with more emphasis on behaviors than actions
  • The OSKAR coaching model consists of five stages: outcome, scaling, know-how, affirm and action, and review. The model is a cyclical approach to continuous improvement since observations from the review stage are then used to set goals in the initial outcome stage. 

Connected Coaching Frameworks

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