At InsideOut Development, we’ve been helping people use principles, a paradigm and a process for many years. Not only have we achieved this across many organizational cultures, including high tech,government, finance and manufacturing,we have also done so across many national cultures—from the Netherlands to China and Australia to Argentina. That’s a very broad application.
On the notion as to why these ideas are so universally applicable is that the process (G.R.O.W.) seems to be a universal way to map or organize decision making in us as human beings. Tim Gallwey, the author of the best-selling book, “The Inner Game of Tennis”, talks about “distracting us from that which distracts us.“ That’s what G.R.O.W. does. It distracts us from the differences in perceptions that occur as a consequence of thinking styles, personalities, organizational history and cultural biases. These differences distract us from what’s important.
G.R.O.W. helps us focus on what is common for all of us—the critical variables of decision making. Each stage of G.R.O.W. is critical; the content of each stage is variable according to each person’s point of view. Focusing on these stages systematically brings increased awareness to all parties and therefore more ability to be responsible—or “response-able” as Stephen R. Covey puts it.In the end, it’s only when people are response-able that performance can change.