GROW is a simplistic model used in the coaching process. It stands for Growth: What do you want to achieve? Reality: Where are you now? Options: What options do you have? Will: Which choices will you make?

From a Constructed Development Coaching perspective, there is far more to it than this. For a start, it depends on the coach being at a higher level Awareness Quotient level than the client to begin with, which isn’t known by the GROW advocates, understandably.

In the next section, I will offer the CDT perspective on the four factors within the GROW model and how they are made more robust by the introduction of Dynamic Intelligence.


Agreeing a topic for discussion isn’t an approach that is useful for the client. The coach should have no preconceived ideas of what the topic of conversation should be about. Instead, it should be free-flowing and the coach uses his higher DI to notice the patterns in the conversational language of the client that the client cannot see.

The objectives are fluid and transient. They need not be agreed at the beginning of the session as the difference between the GROW model and Constructed Developmental Coaching is that actions will change once the client is exposed to their Thinking Style (combination of CI’s unique to the client).

The approach really is about their lack of awareness in their Intention in the moment – IACR.

Therefore, setting any goal, either long or short term is going to be dependant on whether the client utilises those CI’s that map to long term planning. The further away their CI score on this, the less likely they are to be able to see it. This is the coach’s job to tease out this limitation in their construction of self.

For exmaple: if your goal is to grow your business in order to get more sales (two goals) then one might need to be Procedural and Detail. The construction of your thinking is key. if you do not do those two things, your goal will not be realised. So we first look at your Thinking Style (construction) as determined from your Identity Compass profile. This will tell me immediately what stops you.


The problem with self-assessment from a CDT perspective is that the client is limited by their AQ level. In other words, at AQ5, they will have a shallower relationship with their thinking that a client at AQ9, and it is the coach’s job to uncover this limitation through dialogue initially. And through the Identity Compass profile which uncovers their Thinking Style.

Hence why CD Coaching focuses on their Dynamic Inteligence, not on their goals. The goals will change once their DI increases, as the problems they saw at AQ5 will not register as a problem at AQ9.


One cannot cover the full range of Options as the client might be Procedural and not capable of seeing Options.

The coach should never offer suggestions for alternatives in the manner expressed by the GROW model. S/he should only ever expose the limitations in the client’s Thinking Style and by virtue of this IACR, the client will determine his own Options over time.

Ensuring choices are made isn’t the job of the CD Coach. Ensuring the limitations of the client’s construction are exposed IS their job. Choices will naturally flow from the new Awareness as per Intention, Awareness, Choice and Response.

Wrap Up:

Making steps specific is going to be an issue for those clients who are not Procedural and will simply not stick to the plan. Or model. This is going to be why many clients fail and the coaches who are not aware of IACR and CDT will not understand why the client cannot follow the process they agreed only last week.

There is no commitment to action. There is only exposure to limiting constructions of thinking.

The Constructed Development Coaching framework is a level above the GROW model in terms of understanding the client, understanding their construction of self, which precedes all the steps in GROW, and offering an explanation for HOW they think rather than WHAT.

Therefore, what makes CDC stand out is the understanding that at each stage of the GROW model, there is a potential deconstruction using the four pillars of CDT for much greater clarity in thinking and behaving for the client.