using motivational interviewing to enhance engagement pccyfs thursday, april 14 8:30 - 10:00 dave...
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Using Motivational Interviewing To Enhance Engagement
PCCYFSThursday, April 14
8:30 - 10:00
Dave VactorChristy Pfleger
“MI Preparation Prayer”Guide me to be a patient companion
To listen with a heart as open as the skyGrant me vision to see through her eyes
And eager ears to hear her storyCreate a safe and open mesa on which we may walk together
Make me a clear pool in which she may reflectGuide me to find in her your beauty and wisdom
Knowing your desire for her to be in harmony-healthy, loving, strongLet me honor and respect her choosing of her own path
And bless her to walk it freelyMay I know once again that although she and I are different
Yet there is a peaceful place where we are one-Bill Miller, co-founder of MI
Rollnick and Miller 1995
Purpose • Provide an overview of the process of
change and basic MI skills
• Explore how to use MI skills to effectively engage clients
• Learn strategies to help clients tap into their motivation for change
So What Exactly is MI?Definition:• A perspective that views a client as the most influential
agent of change and aims to empower the client to actively engage in the process of change.
• A method or approach, not a technique, that is not based on a singular theory.
• “A directive, client-centered counseling style for eliciting behavior change by helping clients explore and resolve ambivalence.”-Rollnick and Miller, 1995
Rollnick and Miller 2006
History • MI was developed in 1983 by Bill Miller
for use with substance abuse clients.– Empirical data has been collected for use of
MI treatment with: drug and alcohol abuse, smoking cessation, psychiatric disorders, HIV related risk behaviors, diet and exercise.
– Note: These effects did not diminish over time.
Beliefs Essential to the MI process• Person-Centered (closely linked to Rogerian
Theory)• Resistance to change and ambivalence are
natural human processes• Lack of motivation=unresolved ambivalence• Negative feelings/experiences can inhibit change• Change occurs when it is connected to something
of importance and value
• The client needs to show you the reason for change in order to proceed successfully (“change talk”)
Confidence and Self-Efficacy
• When people and service providers believe that change can happen, it is more likely it will happen.
• Self-efficacy= hope
• Empathy facilitates change
Miller & Rollnick’s“Spirit of MI”
•Motivation to change is elicited from the client and not imposed from without
•It is the clients task, not the counselor’s , to articulate and resolve their ambivalence
•The therapeutic relationship is more like a partnership or companionship than expert/recipient roles
Rollnick and Miller 2006
Approach
• Direct persuasion is not an effective method for resolving ambivalence
• The counseling style is generally a quiet and eliciting one
Approach, continued
•The counselor is directive in helping the client to examine and resolve ambivalence
•Readiness to change is a not a client trait, but fluctuating product of interpersonal interaction
Identifying “Change Talk”
• Disadvantages of status quo
• Advantages of change
• Optimism
• Intention to change
What is Unique about MI?• MI is Directive• Client-Centered= focused on client’s interest and
concerns• Do not teach new skill, alter thought patterns
or look to the past• MI is a method of communication
• Not something we do to, but we are with and for clients
• Change is not forced or imposed (i.e., through punishment, pressure, financial gain)
• The client is the expert
Wheel of Change• Motivational Interviewing and the Trans-
theoretical model to change – developed separately but synchronously.
• Trans-theoretical model of change is used to breakdown the concept of readiness to change into stages.
• Use the Wheel of Change to assess what MI strategies to use for forward movement.
Prochaska, Di Clemente and Norcross, 1992
Using MI with the Stages of Change
• Each stage contains certain helping behaviors that are particularly constructive
• Assist in measuring/gauging• Readiness• Confidence• Motivation
Traps• Question-Answer
– prevents discussion from getting to a deeper level• Taking Sides
– encourages client to argue more for their current perspective
• Expert– change is more effective when it comes from within,
not without• Labeling• Premature Focus
– increases defensiveness, decreases chances for long-term success
Resistance Behaviors
• Arguing
• Interrupting
• Denying
• Ignoring
• Overt compliance/Covert defiance
Skills• Get Permission• Drawing from past successes• Scaling• Imagine ideal future and change needed to get there• Extremes-worst and best possible outcomes of change• Scaling
Mandated Clients:• Acknowledge mandate• Provide choices• Empathize with lack of choice
How to Make it Work
• Express empathy- reference listening, reflective listening
• Develop discrepancies – bring client on board with the importance for change, by highlighting differences
• Between current behavior and personal values
• Have the person argue for change
Rolling with Resistance
• Accept it
• Respect it
• Flow with it
• “Roll with it” rather than oppose it
Supporting Self-Efficacy
• Empowering the client to be the change agent
• Have confidence in his/her ability
ReferencesBaer, J.S., Garrett .S.B., Beadnell, B,Wells E.A, & Peterson P.L., (2007).
Brief Motivational Intervention With Homeless Adolescents: Evaluating Effects on Substance Use and Service Utilization, Psychology of Addictive Behaviors, 21, 582-586.
Burke B.L., Arkowitz. H & Menchola. M., (2003). The Efficacy of Motivational Interviewing: A Meta-Analysis of Controlled Clinical Trials Journal of Consulting and Clinical Psychology, 21, 843-861.
Miller, W. R., & Rollnick, S.,(1995). What is motivational interviewing? Behavioral and Cognitive Psychotherapy, 23, 325-334.
Miller, W. R., & Rollnick, S., (2002). Motivational interviewing: Preparing people for change (2nd ed.) New York: Guilford Press.
Petrocellim, J.V., (2002). Process and change: counseling with the transtheoretical model of change, Journal of Counseling and Development, 80, 22-28.
Russell .C.R., Motivational Interviewing training for new trainers., (2002). The Motivational Interviewing Network of Trainers.
Wagner,C, Ingersoll, C. (2008). Beyond cognition: broadening the emotional, base of motivational Interviewing Journal of Psychotherapy. Integration and American Psychological Association 18, 191–206.
Wiles, M.,(2005). Motivational interviewing: overcoming client resistance to change. Cross Country Education Inc.
Zuckoff, A., & Daley, D. C., (1999). Improving Treatment Compliance: Counseling & Systems Strategies for Substance Abuse & Dual Disorders.