Who’s up for the OSKARS!

       

  • No not those Oscars! OSKAR is a coaching model that comes from a Solutions Focused context. More conversation, less film!
  • It’s a fantastic appraoch to use to guide you in coaching conversations, systemic coaching and team coaching.   Using OSKAR well, enables your client (or staff if you are manager as coach) to focus on what they want and how to get there.   
  • You can add OSKAR  to your coaching toolkit.   You combine it with your many coaching skills qualities and talents
  • On the list below,  you will see what happens at each stage of a OSKAR coaching conversation.  You’ll see what key questions are asked by the coach
  • OSKAR stands for outcome,  scaling,  know-how affirm,  action and review
  • You will discover more about this model  in The Solutions Focus: By Paul Z Jackson and Mark McKergow.

1.  OUTCOME

You  and your client jointly define the coaching outcome

  • Key question:  What one thing do you want to get out of this session/conversation? What would you like to be different by the end of this session?
  • Other questions:  How will this benefit you?
  • Systemic question: How might this benefit the organisation too?
  • Key question:  If we come up with some solutions are you willing to do something about it?

2.  FUTURE PERFECT

This stage helps your client develop the vision of what they want (the ‘solution’)

  • Key questions:  Suppose…you leave here today….. and return to work tomorrow and everything has changed for the better.. what will be the first signs that change has happened.. what will be the first changes you notice?What else?

3.  SCALING

Helps your client to see where they are now,  in relation to what they want and a worst case scenario.

  • Key question:  On a scale of 1 to 10, with 1 representing the worst that it has ever been, and 10 your preferred future, where are you now?

4.  KNOW-HOW

Helps your client discover their resourcefulness and discover inner  skills,  abilities and talents.  Shows where the ‘solution’ happens already.   

Key question:  You are at n now(on the scale) ; what did you do to get you that far?

  • When does your solution/ideal outcome happen for you already?  Even a little bit?
  • What else?

4.  AFFIRM

Affirm:  helps your client feel resourceful and empowered before choosing a small step

  • Key statement:  I’m impressed by’…..(coach affirms the know-how you gleaned in the know-how stage)

5.  ACTION: 

Helps your client come up with one small practical step

Key question: 

You are at ‘n’ now on the scale,  what one small step would get you to n+1?

5.  REVIEW

Enables your client to see what’s changed by the end of the  coaching session or in a review session

Key questions: 

  • What’s better?
  • What did you do that made the change happen?

That’s it in a nutshell, the OSKAR coaching model.

You can use it all as a whole model or weave different parts of it into coaching style conversations at work.

It takes practice but with practice you’ll find the conversations shift from going round in circles about problems, to enabling solutions to emerge.

To find out more about Manager as Coach training, coach skills development and ILM level 5 in coaching (we offer this with a partnership organisation) do drop us a line.

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Innovative leadership using Theory U

Theory U is a  process for innovative change in teams, organisations, and communities. It helps us tackle our toughest  unresolved challenges. It offers fantastic insights to leaders too, about how to bring about meaningful change and innovation.

A bit about me and TheoryU

 I have  been learning about Theory U since 2015.  I had co-led MIT’s version of Theory U, u.lab and had the pleasure of meeting and connecting  on projects with MIT’s Senior Lecturer Otto Scharmer, who wrote  when he visited the UK.

I have also led  innovation projects  in the UK, based on TheoryU.  This was part of my work on community and on climate change.

TheoryU: A framework for innovation

Innovation enables us to be resilient…and resilience gives us the strength to innovate. In a time of volatility, uncertainty, adversity and chaos we all need processes to help us to develop leadership,  collaboration as well as facing our  challenges.

Theory U enables you to connect with innovations that come from a meaningful place rather than knee-jerk reactions. It is one approach that offers both an innovation framework and a collaborative approach for teams and leaders. You can read about one of the TheoryU tools and how we used it at a day learning event here.

What are the leadership lessons in TheoryU?

When you take part in a TheoryU type process you will experience  – rather than hear about  – the lessons.  They are to be lived.  In the absence of that happening here and now, here is a quick summary….

Deep listening  and paying attention

This one won’t be a surprise – Otto states that the most important leadership skill is to listen and pay attention.  To others, to stakeholders and to self – to your own intuition.  It’s a mindful type of listening that is embedded in empathy for others.  And to listen deeply to ourselves there is a practice of journaling with guided questions: e.g.     Emerging future: Where do you feel ‘the future’ is in your work right now? (future themes, addressing future challenges, sensing enthusiasm for the future in projects.)

When I met with Otto I noticed that the way he listened was full of deep attention  – it was a significant feature of his engagement with you. He states: “The power of attention is the real superpower of our age. Attention, aligned with intention, can make mountains move.”

An eye on the horizon

Throughout u.lab I discovered tools for keeping an eye on the horizon – noticing the trends that were emerging in society, community, organisations and teams.  This is a fundamental skill for any team player and leader too.

This way to pay attention and attune through open non-judgmental listening, journaling, team coaching and other tools gives rise to an inner wisdom about the next steps you need to take. 

We used the tools for keeping ‘an eye on the horizon’  on  a  TheoryU  group I was co leading on food poverty in London.  As a result  we were collectively  inspired  to co-create London’s first Community Fridge (now closed due to Covid)  This was an energising  journey that sparked an interest in other communities setting up their own community fridges and led to global, national and city wide press coverage

Find out more

TheoryU is a powerful structure for innovation for leaders, teams, organisations, and communities.  To learn more drop Andry a line about facilitated TheoryU  learning events and projects for UK organisations.

Useful Links

https://ottoscharmer.com

https://www.edx.org/course/ulab-leading-from-the-emerging-future

thelearningmoment.org