Select Your “Style”—and Solve Problems!

Janet G. Cornell*

Change is all around us. Whether seeking to address emerging problems, redesigning processes and practices, or implementing a new program, some sort of methodology is used to accomplish the change.  This article illustrates three different problem-solving approaches:  the GROW approach, the OODA loop, and the WOOP model.

Problem-solving models have existed for some time.  One familiar method is the typical problem-solving cycle. An illustration below indicates the cycle steps, ranging from identifying the problem to evaluating outcomes. In practice, the steps can be applied repeatedly to address and refine responses to problems and challenges.

Courts have been solving problems for years.  However, tackling a problem is often followed by the change effort and program implementation, with attention reverting to day-to-day business demands. This problem is sometimes due to limited leadership abilities[1] or a lack of clear and predictable processes to effect the change.[2] Courts are no different in that they can be influenced by their own internal culture, which can impact reactions to change and affect leadership relationships when problem-solving.[3] The need to create and implement change in courts is not expected to diminish.  With courts continuing to seek operational improvements, reengineer practices, and adjust to COVID-19-generated changes, the benefit of using problem-solving skills will continue.

Court-based representations of problem-solving and implementation cycles have been published in the National Center for State Courts’ (NCSC) High Performance Court Framework and the International Framework for Court Excellence, as illustrated below.[4]

The High Performance Court Framework (HPCF or Framework) was published by NCSC in 2010 to set forth principles and processes for courts to achieve high performance in organizational management, collegial cooperation, and overall administration of justice. The Framework elaborates on administrative principles, managerial culture, perspectives of a high performing court, and performance measurement and management—all adding to the ability to effectively problem-solve and integrate performance measurement and management into ongoing operations. Additionally, the Framework offers a process to evaluate and implement change.[5]

In 2008 the International Consortium for Court Excellence produced a set of values, concepts, and tools called the International Framework for Excellence (IFCE). The IFCE has continued to develop as a viable tool that provides context for courts worldwide to improve by using organizational methodologies and applying core values.[6]

While the problem-solving cycle remains a reliable model, applying a different approach to problem-solving may bring about new inspiration or motivation. Specifically, three models that originated outside the courts, the GROW approach, the OODA loop, and the WOOP model, are complementary to court operations. Each model offers simple sequential steps for the approach. Shortened, example “ worksheets ” on each are included below.

The GROW Coaching Approach

The GROW approach is based on a professional coaching model.[7] GROW concepts have been used since the 1980s. In this approach, a four-step process is used to coach and develop people, problem solve, or improve performance.  It provides a means to identify and determine actions to resolve any type of problem or challenge.

• Goal—identify the goal, desire, target for action or change
• Reality—describe and define what is currently occurring
• Options—identify and consider options that you might consider
• Way (or Will)—define actions or tasks that can be taken or used as “the way forward” or the will to drive toward action

The GROW approach uses professional coaching strategies that involve multiple rounds of open-ended questions to define the situation, scenario, and thoughts about the obstacle. Questions are used to refine and describe the problem. GROW also suggests having responses to questions that are specific, have measurable actions, and are realistic with tangible outcomes.  An actual student worksheet below illustrates use of the GROW approach in courses on caseflow management and court performance measurement techniques.

GROW has traditionally been used when time allows for conversations and consideration of both the problem and solutions. The GROW approach has been effective when hurdles are significant, for example, when courts are implementing changes in collaboration with justice system partners or seeking changes in caseflow management, or court performance measurement. It has been suggested as a structure to address employee performance, make big decisions like buying a home, or develop strategy. Both individuals and teams can use the GROW approach for solving problems and realizing opportunities.

The OODA Loop

This model emanates from military and law enforcement problem-solving techniques.[8] The concept was created in the 1950s for use by Air Force pilots to achieve rational thinking in chaotic situations. This model uses four discreet steps to meet problems directly. The loop concept comes from the intention of interlinking, or looping together, the four elements of the model.  The four steps or elements are:

• Observe—obtain information from circumstances, events, and environment
• Orient—get familiar with newly acquired information and analyze results
• Decide—determine action and direction to take
• Act—proceed, moving in the chosen direction

The OODA loop works well in situations like crisis/emergency management, which require timely and decisive action.  Sudden disruption often results in the tendency to freeze or indecision.  Use of the OODA process positions leaders to focus their attention and gain situational awareness by observing and orienting, then deciding and proceeding.

The WOOP Motivation Model

WOOP was coined in 2014 and has been described as a motivational or positive thinking technique.[9] It represents a mental model to focus on a challenge with emphasis on what is or remains under our control.

• Wish—define and describe the desired change
• Outcome—envision or imagine the desired outcome or results
• Obstacle—pinpoint or identify any obstacles that might be encountered
• Plan—put your sights on the goal and take action

The WOOP model works well for creating motivation, finding enthusiasm, and generating stamina to deal with a challenge.  WOOP is helpful for coaching others and talking through goals and barriers.

The steps in each of the three models outlined are simple, and we instinctively do most of these steps when working on a problem. The GROW approach, OODA loop, and WOOP model each build upon those instinctive approaches and add structure to the problem-solving process. With only four main steps, each method maintains a simple approach that can be used at any time to begin defining and crafting problem solving on almost anything: work, home, community, or interpersonal relationships. These methods can be repeated to focus on a problem and are complementary. Applying each method to the same issue may reveal different insights and styles to resolve a given problem.

GROW, OODA, and WOOP also illustrate the power of critical thinking:

1. Identifying and defining the challenges faced
2. Assessing and evaluating those challenges
3. Analyzing the individual’s or organization’s ability to solve the problem.

Success can mean moving forward to a new problem, implementing change on an existing problem, or achieving a final resolution to a problem. However defined, success is achieved through the structured, organized approach to problem solving and thinking through a challenge.

Problem solving is a puzzle. Court operations can present a puzzle far more daunting than a Sunday crossword. Applying a method like GROW, OODA, or WOOP brings structure to problem solving, organizes critical thinking, and allows the freedom for both traditional and nontraditional solutions to issues that courts face.

[*] Janet G. Cornell is a retired court administrator and court consultant who resides in Phoenix, Arizona. She has a Masters of Public Administration from Arizona State University, is an ICM Fellow, and is a Past President of the National Association for Court Management.  She has served in the US and internationally as a consultant, facilitator, and faculty focusing on caseflow management, court performance measurement, and operations management.

[1] See Kevin S. Burke, “Leadership without Fear,” in C. R. Flango et al. (eds.), Future Trends in State Courts 2012 (Williamsburg, VA: National Center for State Courts, 2012), available at https://ncsc.contentdm.oclc.org/digital/collection/ctadmin/id/1881.

[2] The High Performance Court Framework, published by the National Center for State Courts, was intended to address the need for structure to implement change. Information about the High Performance Court Framework is available at https://www.ncsc.org/information-and-resources/resource-centers/resource-centers-items/high-performance-courts.

[3] For a full treatment of court culture, see Brian J. Ostrom et al., Trial Courts as Organizations (Philadelphia: Temple University Press, 2007).

[4] B. J. Ostrom, M. Kleiman, and R. A. Hanson, “The High Performance Court Framework,” in C. R. Flango et al. (eds.), Trends in State Courts 2011 (Williamsburg, VA: National Center for State Courts, 2011), at https://ncsc.contentdm.oclc.org/digital/collection/ctadmin/id/1820, and The International Framework for Court Excellence, 3rd ed. (Sydney, Australia: International Consortium for Court Excellence, 2020), at https://www.courtexcellence.com/__data/assets/pdf_file/0015/53124/The-International-Framework-3E-2020-V2.pdf.

[5] The High Performance Court Framework may be reviewed at https://www.ncsc.org/information-and-resources/resource-centers/resource-centers-items/high-performance-courts.

[6] The International Framework for Court Excellence may be reviewed at https://www.courtexcellence.com/resources/the-framework.

[7] For information on GROW, see https://www.mindtools.com/pages/article/newLDR_89.htm or https://www.performanceconsultants.com/grow-model, or “InsideOut Coaching, a Program for Leaders, Participant Workbook,” InsideOut Development, LLC, 2009.

[8] For background on the OODA Loop, see https://en.wikipedia.org/wiki/OODA_loop and https://www.tacticalresponse.com/blogs/library/18649427-boyd-s-o-o-d-a-loop-and-how-we-use-it.

[9] For WOOP as a motivation tool, see https://en.wikiversity.org/wiki/Motivation_and_emotion/Book/2019/WOOP_model_of_motivation.