How To Work With The SCORE Model (Practical Coaching Guides) by Smith Andy

Author:Smith, Andy [Smith, Andy]
Language: eng
Format: epub
Publisher: Coaching Leaders
Published: 2013-09-02T22:00:00+00:00

Using The S.C.O.R.E. With An Appreciative Focus

In previous chapters we looked at the basics of the ‘classic’ S.C.O.R.E. model, and how to use it in practice with individuals and with teams. Now we are ready to see how much more powerful it becomes when we use it with an ‘Appreciative Frame’.

Viewed through an Appreciative frame, “Symptom” can become “Situation”. We are able to look at the whole of the current situation, not just the ‘problem’ aspects.

In fact, according to the principles of Appreciative Inquiry and Solution Focus, we will get better results by focusing on what’s already working in the current situation so that we can do more of it, rather than focusing on problems.

Research by Richard Boyatzis at Case Western Reserve University suggests that effective change needs to focus on a person’s strengths and a vision of the ideal self before attempting to address deficiencies in performance. Why? Because people go into stress when their shortcomings are pointed out, and people under stress can’t learn and therefore don’t change in any lasting way.

By inquiring into what’s currently working and where the seeds of solutions are already beginning to happen, and into what has already been achieved and what the individual (or team) is proud of, both the past and the present become a repository of resources to be drawn on, rather than threats to be defended against or deficiencies to be ashamed of.

When you focus on what’s already working, it becomes easier to imagine the desired outcome. It’s much easier to decide what you want when your vision is grounded in a rich foundation of memories and reference experiences, rather than starting with a blank canvas and trying to dream something up. Visioning the future would be even harder if you had just been focusing on problems, performance gaps, constraints and mistakes, because positive emotions make strategic and creative thinking easier (see Barbara Fredrickson’s article The Value of Positive Emotions for some background on this).

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