Post on 01-Apr-2015
Goal Setting - in a Mothercraft Unit.
Dr Ian HarrisonKaritane Residential Unit
September 2010
Some Underlying Principles of Goal Setting.
Specific/
What can’t be imagined (visualised), can’t be done.
“What would that look like?” is a question we need to ask.
Avoid “Fuzzy” Goals
We avoid “unsolvable” problems. We only set goals for solvable problems.
Specific goals for specific problems.The goals can’t just be about what sounds
good.
Specific/Measurable
Never set a goal that can’t be broken down into smaller goals.
There must always be an answer to the question, “What is half of this goal?” “What is three quarters of this goal?”
Specific/Measurable/Attractive
Is this goal what the client really wants?Don’t convince the client your goal, or
they won’t want to work on it. Find their sources of motivation, their
“values”. Align the goals with their values to make it
attractive.
Goal Alignment
If goals and values are not aligned then there is confusion and eventually irritation/demoralisation.
Specific/Measurable/Attractive/Realistic
Never set a goal that is unrealistic. Avoid setting a goal that you haven’t set before.
Goals have to be within reasonable reach.Ideally, perhaps just out of reach. So
called “stretching goals”.) Identify and Ventilate any Goal Conflict.
Goal setting? or Wishful thinking?
Unrealistic, wishful thinking leads to disappointment.
Goal setting is designed to lead to success.
Specific/Measurable/Attractive/Realistic/Time-framed
Goals need to have proper time frames. A goal may certainly be achievable, but
not in 5 days!
Goal Setting and SMART Goals
SpecificMeasureableAttractive/AuthenticRealisticTime Frame
Areas of:
Concern
Influence
Control
Realistic Goals
Approach Goals
Moving away from this Moving towards this
Avoidance Goal Approach Goal
Tool: Goal Setting
Vague goals produce vague efforts. “I want things to be better between my
baby and me.”“I want my baby to be more settled.”OK, but what would you like to have
achieved by the end of today?“Frankly, I’d like to have just tried
something new. I would have liked to have stopped doing what’s not working.”
Tool: Reframing
Reframe each “problem” into an approach goal i.e. a desired outcome.
Has the client seen any times when the desired outcome has already occurred, or when the problem is less intense?
Tool: Writing Action Steps
Keep action steps simple and small. Are they really do-able? Or just a wish
list?Can they be written down?“What can’t be written, can’t be done.”“If it ain’t written, it ain’t coachin’ !”
Goal Setting Strategies
Early goals vs. Later goals
T1 T2 T3 T4 T5 T6 T7
Long Term (Distal)Short Term (Proximal)
Trouble Shooting and Case Examples
Moving on. Trying something different.
Is the client having no success?Are you getting into a struggle with the client? Move On: “This doesn’t seem to be working. Is
there something else we could be working on?” Don’t ask why is this happening?We don’t imply that there is something more
relevant or useful we just ask, “Should we move on?”
Scaling
Used to measure how close we are to our goals.
But also:To motivate clientsTo help plan the next steps
We use a scale of 1…….10
Scaling
Where are you now on the scale?“About a 4” Using small steps, we ask, How would
you know if you had got to a “5”? What would be different? What would you notice with just a small improvement from 4 to 5?
What would you need to do to get there. By the way how did you get from 3 to 4?
What has helped so far?
The GROW Model
The Goal Setting Conversation
KARITANE MODEL
GOAL
STRATEGIES
KARITANE CONVERSATION
GOAL
STRATEGIES
Reality
KARITANE CONVERSATION
GOAL
OPTIONS/
STRATEGIES
Reality
Better Strategies
KARITANE CONVERSATION
GOAL
STRATEGIES
Reality
Better Strategies
Wrap Up - Action Plan
Better Goal
KARITANE CONVERSATION
GOAL
STRATEGIES
Reality
Better Strategies
Better Action Plan
Better Goal
THE END
Happy Goal Setting!
References:
Institute of Coaching and Consulting Psychology. Seminar material by Dr Tony Grant and Dr Michael Cavanagh.