The Reframing of Goals
Professional coaching is often described as a process that helps clients define and achieve their personal and/or career goals. While I would suggest that most coaches do much more than this, this statement does identify an important coaching model, namely reflection on and then planning for implementation of goals. In many instances, individuals and organizations tend to work hard to accomplish a specific, elusive goal (first order), rather than reconsidering whether or not this goal, in its present form, is actually important or worth-while. This is where reframing can add new perspectives. Problems inevitably involve a discrepancy between the current and desired states of a system. Many problems can be at least partially solved by reconsidering the importance, relevance or the very nature of the desired state.
I turn, by way of example, to a personnel problem facing Susan, manager in a medium-sized high-tech firm. She is not satisfied with the work of her subordinate, Ralph. Susan firmly believes that Ralph needs to change his behavior, yet she also knows that she is sometimes perceived as a hard-driving manager who sets goals that are too high for her managers. Is she being accused of pushing too hard because she is a female? Perhaps her hard-driving reputation is nothing more than her commitment to the company. Or is she really setting goals too high? If she is being unrealistic in setting goals, then her problem with Ralph (and perhaps with other managers) might best be solved not by finding new ways of motivating her managers or by introducing new technologies (first-order change), but by helping her managers to re-examine their priorities and potentially re-adjust their production goals according to valid strategic imperatives (second-order change).
The conversation between Susan and her coach, Alicia, might go something like this:
Susan: I can’t seem to find an effective way of getting Ralph to meet the goals I have set for him. He keeps offering excuses rather than solutions and frequently pushes his problems up to me or down to his own subordinates. Yet I know Ralph is trying hard and that he has hired great people who work hard. He is particularly effective in motivating new employees. I wonder what I can do to make these goals a reality.
Alicia: It sounds like you have tried several different strategies. [Susan had already identified three different approaches she has taken in working with Ralph, ranging from incentive plans to suggesting a reorganization of his department.] Why is it important that you achieve these production goals?
Susan: Because we established these goals in our five-year plan for Ralph’s department.
Alicia: Why is it important for you to accomplish the goals set in your five-year plan?
Susan: If I don’t accomplish these goals, it will look bad for my division and—frankly—for me and my own future in this organization.
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