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This is a common term often used by land surveyors and civil engineers and is usually associated in land usage rights. To understand it more clearly, Right of Way is an easement , allowing an individual or entity to pass through a property for various reasons. An example would be a driveway ROW that allows your neighbors, who have no access to a public walkway, to access the street across your land.
Another example would be a right of way that allows services such as gas, water, electricity, telephone and drainage to pass through neighboring land. A Private Right of Way is a type of ROW that allows an individual access to a property owned by another person to reach a public road. Property Right of Way is a type of ROW that allows individual access to a property owned by another person to reach a different location. This type of ROW is common for properties that are adjacent to another property owned by a different person, which has the only access to a public area such as a swamp, lake, or river.
Public Right of Way is a type of ROW that allows the public to travel over a private piece of land unhindered. This type of ROW is in reference to sidewalks and roads that are adjacent to private land. Pipeline Right of Way is a type of ROW that allows services such as gas and electricity to use a private piece of land to run pipelines that are vital to its operations.
This type of ROW is permanently attached to the deed of the property and details the restriction on the use of the land where the ROW is located. Knowing the details and information about the Right of Way and easements that are associated with your property is important and is required by law.
It is crucial in the development and expansion of your land and property. Image Courtesy of: TVA. Your Email. Property Right of Way Property Right of Way is a type of ROW that allows individual access to a property owned by another person to reach a different location. Pipeline Right of Way Pipeline Right of Way is a type of ROW that allows services such as gas and electricity to use a private piece of land to run pipelines that are vital to its operations.
What does g.r.o.w. stand for
The GROW model or process is a simple method for goal setting and problem solving. It was developed in the United Kingdom and has been used extensively in corporate coaching from the late s and s. There are a number of different versions of the GROW model.
As with many simple principles, any user of GROW can apply a great deal of skill and knowledge at each stage but the basic process remains as written above. There are numerous questions which the coach could use at any point and part of the skill of the coach is to know which questions to use and how much detail to uncover. The following is a very simple example of using the GROW model to achieve a goal. This example deals with weight loss.
If the client wants: "To bring my weight down to pounds in three months and keep it down", that is their Goal. The more heartfelt and personal, the more meaningful the goal is to the person and the more likely they will be to commit to and achieve the goal. The coach would then ask awareness questions to deepen understanding of what is happening when the client tries to lose weight, thus identifying the Obstacles. These questions could include:. If the client genuinely answers these questions they will discover new information about what works and does not work for them in terms of weight loss, and create some potential for change.
It then becomes possible to create some strategies or Options which get around the Obstacles. These could include looking at which diets or exercise regimes work best, or finding a specific type of support.
Once the client knows the strategies that are likely to work they can establish a Way Forward which involves taking action steps. This is where they commit to what they will do in the short term to put the strategies into effect. For instance, one action might be asking a particular person for support, and another might be to buy a different selection of foods. GROW neatly highlights the nature of a problem for coaching purposes.
In order for a problem to exist in coaching terms there has to be two elements present. Firstly there has to be something that the client is trying to achieve—the Goal. Then there has to be something stopping them achieve that goal—the Obstacle s. Using GROW automatically breaks a problem down into these component parts. The same principles can be applied whatever goal or problem the client has. GROW can be used on technical problems, issues regarding processes, strategy questions, interpersonal issues and many more.
The model can also be used by a group who are all working on the same problem or goal. In a article, [3] John Whitmore claimed that Max Landsberg coined the name GROW during a conversation with Graham Alexander and that Whitmore was the first to publish it in the first edition of his book Coaching for Performance. The parallel between Gallwey's Inner Game method and the GROW method can be illustrated by the example of players who do not keep their eyes on the ball.
Some coaches might give instructions such as: "Keep your eye on the ball" to try to correct this. The problem with this sort of instruction is that a player will be able to follow it for a short while but may be unable to keep it in mind in the long term.
So one day, instead of giving an instruction, Gallwey asked players to say "bounce" out loud when the ball bounced and "hit" out loud when they hit the ball. The result was that the players started to improve without a lot of effort because they were keeping their eyes on the ball. But because of the way the instruction was given they did not have a voice in their heads saying "I must keep my eye on the ball.
Once Gallwey saw how play could be improved in this way, he stopped giving instructions and started asking questions that would help players discover for themselves what worked and what needed to change. The GROW method is similar. For example, the first stage in the learning process would be to set a target which a player wants to achieve. If a player wanted to improve their first serve Gallwey would ask how many first serves out of ten they would like to get in.
This is the Goal. The Reality would be defined by asking the player to serve 10 balls and seeing how many first serves went in. Gallwey would then ask awareness-raising questions such as "What do you notice you are doing differently when the ball goes in or out?
They had then defined their Obstacles and Options. They therefore learned for themselves what had to change in order to meet their serving targets and they had a clear Way Forward. The originators of both the Inner Game method and the GROW method suggested that many individuals were struggling to achieve goals because they were not learning from experience and were not aware of the available knowledge that would help them. Jonathan Passmore and Stefan Cantore suggested in that one "argument against behavioural-based approaches such as GROW is that their goal nature excludes the potential to explore philosophical aspects of life.
Thus GROW may be suited to working in goal-directed areas of sports or business, but may be less well suited to careers conversations, person—role fit or life-coaching conversations where other approaches such as the transpersonal or existential approaches may be more helpful.
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