Why not focus on “why” when coaching?

This article is a reprint of a Coaching Research in Practice (October, 2015). All ReciproCoaches receive complimentary limited-time access to each new issue (10 per year). For unlimited access to more than 10 years of Coaching Research in Practice archives, purchase a membership or a subscription.

 

When I first trained as a coach (admittedly some time ago now), I was taught never to ask a “why” question. Unfortunately however, I failed to understand the reasoning behind this rule, so I just removed the word “why” from my coaching vocabulary and asked a “why” question without the word “why”! The result? My coaching ended up being problem-focused to some degree.

 

This issue of Coaching Research in Practice reports on a study of coaching that explains the difference between problem-focused coaching and solution-focused coaching. It also provides evidence for choosing solutions-focused coaching over problem-focused coaching.

 

COACHING RESEARCH:

As Grant (2012) explains, problem-focused questions explore causality. They are “questions that ask about the origin and causes of the problem, seek to uncover details of the thoughts associated with the problem, and explore the impact of those thoughts on the individual” (pp. 23-24). A problem-focused approach makes the assumption that “the client needs to explore the aetiology and development of the problem in order to gain the understanding deemed necessary for goal attainment” (p. 23).

 

In contrast, solution-focused questions seek to identify “goals and pathways to goal attainment” (p. 23). A solution-focused approach aims to “facilitate purposeful positive change [using] questions that . . . have the effect of enhancing motivation, increasing positive affect and self-efficacy for change, as well as helping the coachee to move closer towards their goals or objectives” (p. 23).

 

 

Grant’s study involved 225 psychology students at an Australian university. The online study measured the impact problem-focused versus solutions-focused questions had on positive and negative affect (positive/negative feelings), self-efficacy (confidence in ability), goal approach (how close to the goal) and actions steps (thing to do towards a goal). Participants were randomly split into two groups. Both groups described a real life problem and completed some measures related to positive/negative affect, self-efficacy and goal approach. Then, one group answered problem-focused questions about the situation, while the other group answered solution-focused questions. Finally, both groups completed another set of measures, in addition to listing action steps, and again rated how close they were to their goal.

 

Here is a summary of the results:

 

• The solution-focused group increased in positive affect, while the problem-focused group decreased.
• The solution-focused group significantly decreased in negative affect, while the problem-focused group only marginally decreased.
• The solution-focused group showed a significantly higher increase in self-efficacy than the problem-focused group.
• The solution-focused group reported that their goal approach (how close they felt to their goal) increased almost two times more than the problem-focused group, before either group had discussed action steps.
• Both the solution-focused group and the problem-focused group reported feeling significantly closer to their goal after listing possible action steps.

 

IN PRACTICE:

 

Grant’s study established that solution-focused questions are more effective than problem-focused questions. Here’s what you can do to increase the former and decrease the latter during sessions:

 

1. Turn on your radar to notice problem-focused questions. Remember they explore causality e.g. “What are the factors contributing to this situation?”
2. Redirect your focus, curiosity and your questions towards solutions that “elicit thoughts from the client about how to best attain their goals” (p. 23) e.g. “How would you like this situation to be?”
3. Ensure that clients come away from sessions with action steps towards their goal, as this increases their perception of how close they are to their goal.

 

Finally, outside of sessions, it may pay to consider how you tend to think about your own problems. Are your thoughts focused on problems or are your thoughts focused on solutions? Personal tendencies naturally encroach on our coaching sessions, regardless of our training!

 

Reference:

Grant, A. M. (2012). Making positive change: A randomized study comparing solution-focused vs. problem-focused coaching questions. Journal of Systemic Therapies, 31(2), 21-35. Downloaded from ResearchGate, October 2, 2015.

 

Translating coaching research into coaching practice,

Kerryn Griffiths (PhD – The Process of Learning in Coaching)
Global ReciproCoach Coordinator

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