What it is and why you should be using it

D e b b i e N i e r i , M SC e n t e r f o r H e a l t h S e r v i c e s a n d P o l i c y R e s e a r c h

U n i v e r s i t y o f S o u t h C a r o l i n a

Motivational Interviewing (MI)

Reference

Miller, WR and Rollnick, S (2012). Motivational Interviewing: Helping People Change (3rd Ed.). New York: Guilford Press.

GOAL:You wi l l obta in a conceptual

understanding of the Processes and Core Sk i l l s of Moti vati onal Interv iewing,

beginning with an apprec iati on of the research which has enabled i t to be

cons idered an ev idence-based practi ce.

Part I

Evolution of MI and contributors

William R. Miller and Stephen RollnickCarl Rogers

Non-directive client-centered psychotherapy principles Rogers protégé’s: Truaxx and Carkhuff: measuring degree of

proficiency in demonstrating Rogerian client-centered responses

Miller & Rollnick’s Summary of the Outcome Research

Currently more than 1200 publications 200 of which are Random Control Trials

Primary focus has been on addictive behaviors Research base is broadening into the areas of

healthcare, corrections, and working with youth

Hypotheses and conclusions proposed by M&R

Notable and replicated findingsSmall to medium effect sizes across a variety of

behavioral outcomes.There are substantial effects on client outcomes based

on relationship with and characteristics of the therapist.

Empathy, a key construct of MI, has been found to promote positive client outcomes

Hypotheses and conclusions proposed by M&R

Within well controlled studies using treatment manuals, substantial therapist effects remain. Also, variability by site occurs, more as the norm than exception:

Client response is significantly effected by counselor traits and contextual aspects of delivery, factors that aren’t easily standardized by following a treatment

manual.

Hypotheses and conclusions proposed by M&R

• MI is intended to influence client factors that are associated with positive outcomes• The instillation of hope, supporting self-efficacy, and active

engagement

• MI may benefit from the contrast effect: • Clients may have experienced more directive and confrontational

approaches and thus find MI relieving

• Cultural differences may exist: • There were more substantial effect sizes with minority clients as

compared to the majority white population

Hypotheses and conclusions proposed by M&R

• Training in MI may help suppress counter-therapeutic responses • Findings suggest it takes few directive and confrontational

responses by the counselor to lead to resistance and self-defensiveness in the client.

• Effectiveness of MI is linked to aspects of language: • Specific forms of language presage greater behavior change and

can be demonstrated as directly related to counselor responses:Change talk is the precursor to change.

Sustain talk is the hallmark of ambivalence- maintaining the status quo.

Hypotheses and conclusions proposed by M&R

Training in MI may help suppress counter-therapeutic responses• A counselor who is focused on responding to clients using CORE

skills is less likely to insert their own opinions and views

• Client characteristics may moderate the measured degree of effectiveness of MI• Clients in action typically have already resolved ambivalence

D e fi n i ti o n o f M o ti va ti o n a l I n t e r v i e w i n g

W h a t w e k n o w a b o u t c h a n ge

C o m m u n i c a ti o n Tra p s a n d h o w t h e y i n fl u e n c e c o nve rs a ti o n s a b o u t c h a n ge

What is Motivational Interviewing?

Miller and Rollnick’s Definition of MI

MI is a collaborative, goal-oriented style of communication with particular attention to

the language of change. It is designed to strengthen personal motivation for and

commitment to a specific goal by eliciting and exploring the person’s

own reasons for change within an

atmosphere of acceptance and compassion

Wait!

Before we talk about MI, it is helpful to first talk about what is known about how people

change.

The Transtheoretical Model of Change

Prochaska and DiClemente’s Transtheoretical Model of Change

Stages of Change: Pre-contemplation Contemplation Preparation Action Maintenance

Relapse to prior stages is entirely possible, if not probable, even following extensive periods of abstinence

Pre-Contemplation

Contemplation

PreparationAction

How many client’s are ready for treatment when they enter care?

Pre-Contemplation Stage of Change

The person is unaware there is a problem or under-aware of consequences of the problem.

“I am here because THEY made me come, it’s their problem, not mine”

Contemplation Stage of Change

Beginning awareness and early understanding there may be a problem yet is uncertain of what to do or not fully understanding the nature of the dilemma.

“I know I lost control again and did things I regret, but I only go overboard with the drinking because she makes me angry”

Ambivalence is…

the hallmark of the Contemplation Stage of Change

Ambivalence is…

Simultaneously wanting and not wanting something

or

wanting both of two incompatible things

Ambivalence is…

a normal part of the change process

Ambivalence

Common to hear two kinds of talk mixed together:Change talk: the person’s own statements that favor change, self-motivational statements.

&Sustain talk: the opposite of change talk, the persons own arguments for not changing, for maintaining the status quo.

Sometimes in the same sentence…

“I want to quit smoking but every time I’ve tried I gain weight then

start again.”

“I know it’s bad for my health yet I can’t imagine not smoking.”

The path out of ambivalence is to choose a direction, follow it, and keep moving in the chosen

direction.

Mind Committees: Our personal internal debate teams

We trust ourselves and our own opinions more so than others

When the internal debate team is in conflict there is no change.

When the internal debate team settles on a direction change occurs.

“The Righting Reflex” Miller & Rollnick (2012, pg. 6)

“A natural and instinctive response of trained care providers is to fix the problem, make things right, to use knowledge acquired from training and experience to help the individual seeking care to overcome their problems.”

Professional operating from the Righting Reflex says to the:

Client feeling ambivalent, who says/thinks in response:

“You need to stop ______”“You haven’t been

compliant with the treatment plan”

“You have to take this to get better”

“Tell me something I don’t already know”

“I’ve tried numerous times and can’t seem to stick with it”

“You sound like my wife/husband”

What happens when these two meet?

Who do we listen to most?

Which side of the ambivalence debate is the professional likely to side with?

Which side of the ambivalence debate is left for the client to side with (internally or verbally)?

Sustain Talk opportunity wins!= No Change

Change Talk opportunity lost!

Preparation Stage of Change

The person has an appreciable understanding of the nature of the problem; can express desires, reasons, abilities, and needs; discusses making or considering plans to change however; sustain talk remains.

“I know I need to manage what I eat and exercise to help control my diabetes yet every other time I’ve tried I’ve gone right back to the same ole-same ole. I just don’t know if I have what it takes to go the long haul.”

Action

The client is actively taking steps to change but has not yet reached a stable state

“I’ve been testing my glucose levels and am keeping track of what I’ve been eating”

“Yea, I quit smoking!”“I started exercise boot camp last week!”

Maintenance

The client has achieved initial goals (such as abstinence) and is now working to maintain gains.

“I have so much more energy now I’m thinking of joining the YMCA and taking exercise classes”

So, why discuss Stages of Change?

Understanding the process of change and being able to identify where your client is in the change process

facilitates choice in use of MI techniques and practices.

The Practi ti oner and Practi ce Characteristi cs that provide the

foundati on for Moti vati onal Interviewing:

“Habits of the Heart ”

The Spirit of Motivational Interviewing

MI Spirit

Partnership

Acceptance

Evocation

Compassion

Partnership

Dancing as opposed to wrestling

The willingness to suspend the reflex to dispense expert advise is a key element in establishing collaboration necessary to build partnership

Acceptance (Miller &Rollnick, 2012, p. 19)

A professional exhibiting Acceptance as intended in the MI spirit:

“Honors each person’s absolute worth and potential as a human being;

Recognizes and supports the person’s irrevocable autonomy to choose his or her own way;

Seeks through accurate empathy to understand the other’s perspective; and,

Affirms the person’s strengths and efforts

Compassion

To actively promote the other’s welfare by giving priority to their individual needs

Evocation

A strengths-focused premise rather than a deficit-focused model

People already have within themselves much of what is needed and your task is to evoke it

A client’s own arguments for change are more persuasive than whatever arguments you might be

able to provide

MI Processes and Core Skills

The Method of Motivational Interviewing

Four Overlapping Processes

EngagingFocusingEvokingPlanning

The confluence of these four processes describe MI

Engaging: The relational foundation

Engaging is establishing a helpful connection and a working relationship

Engagement is a prerequisite for everything that follows

Engagement is an open-ended period that moves toward a clear focus

Engagement

Is paramount

The quality of the therapeutic alliance between client and counselor directly predicts both retention and outcome

The client’s perspective more strongly predicts outcome than does the therapists’ perspective

Therapist style directly impacts development of engagement

Traps that Promote Disengagement

The Assessment TrapThe Expert TrapThe Premature Focus TrapThe Labeling TrapThe Blaming TrapThe Chat Trap

Factors Influencing Engagement

Desires or goalsImportancePositivityExpectationsHope

Each of these factors should be attended to in the first visit when engagement is the goal

Engaging: Reflective Listening

Takes a fair amount of practice to become skillful, in spite of seeming easy to do

The crucial element of good listening is what the counselor says in response to what the speaker offers. The choice in what content the counselor reflects and

how is where MI becomes directional.

Avoid Communication Roadblocks

Focusing (Miller & Rollnick, 2012, p. 27)

“The process by which you develop and maintain a specific direction in the conversation about change”

Both client and counselor have agendas which may or may not align

Focusing

Answers the question:

What changes are hoped to arise from this consultation?

How often are the answers consistent between your staff and the people they serve?

Styles of Communication

Directing: the focus is provider determinedAs a default approach for promoting personal change this approach has

serious limitations

Following: entirely from what the client brings to each consultation.

This may be the communication style used in initial encounters, particularly when building engagement

Guiding: promotes a collaborative search for direction, the focus is negotiated between experts (the client and counselor)

Focusing calls for this is the style of communication (wherein MI falls)

Evoking: preparing people to change

The heart of MI: It is in the process of evoking that counseling becomes distinctly MI

Evoking involves eliciting the client’s own motivations for change

The expert/ directing approach does not facilitate personal change

Personal change requires the individual’s active participation and is a long term process

Component skills in Evoking

Recognizing change talk when you hear it And, knowing how to evoke and respond to it when it occurs

Recognizing sustain talk when you hear it And, understanding what it signifies and how to respond to it

Sustain Talk is the hallmark of ambivalence

If someone else voices an argument for change, people are likely to respond by

expressing a counter-change argument from the other side of their ambivalence.

People literally talk themselves out of changing.

Similarly, people talk themselves into changing by continuing to voice pro-change

arguments.

Preparatory Change Talk (The DARN’s)

Desire, Ability, Reasons, and Need

Each reflect the pro-change side of ambivalence.

They are considered preparatory change talk because none of them, alone or together, indicate that change is

going to happen.

Mobilizing Change Talk (The CATS)

The CATS signal movement toward resolution of the ambivalence in the favor of change.

Commitment: signals the likelihood of action“I will”; “I promise”; “I guarantee”; “I intend to” (decision with a

little doubt)

Activation: movement toward but not quite a commitment

“I’m willing to try”; “I am ready to”; “I am prepared to”

Mobilizing Change Talk

Taking Steps: the client has already done something in the direction of change:

“I bought nicotine patches”; “I didn’t snack any evening this past week”; “I quit smoking inside my house & car”

The DARN CATS: Language that signals movement toward change

Sustain Talk

“Any speech that can be uttered on behalf of change can also be spoken as an equal and opposite reaction on behalf of the status quo” (p. 164)

In MI, sustain talk is not ignored, in the spirit of acceptance, it is reflected, respected and included in

the larger picture

Evoking Motivation

Counselors can substantially influence the amount of change talk spoken.

Strength and frequency of change talk increase over the course of a MI session.

Amount of change talk predicts behavior change

So, how do you increase the amount of change talk spoken by clients?

Ask evoking questions

Ask open-ended questions surrounding the DARN’s: (CAT’s are likely too premature)

DESIRE: “How would you like for things to change?”ABILITY: “Of these various options you’ve considered,

what seems most possible?”REASONS: “Why would you want to get more

exercise?”NEED: “How serious is this to you?”

Ask evoking questions (cont)

Querying Extremes: “What concerns you the most about…?”

Looking back: “Do you remember a time when things were going well for you?”

Looking forward: “If you did decide to make this change, what do you hope would be different in the future?” OR: “Suppose you don’t make any change, what do you think the future would hold?”

Explore broader goals and values

Wrong Questions?

Questions that would be ill-advised from an MI perspective. “Why haven’t you changed?” “What keeps you doing this?” “Why do you smoke?” “Why aren’t you trying harder?” “Why can’t you?”

Responding to Change Talk

When you hear it, respond to it!

Open-ended questions: Ask for more detail or examples

Affirmation: Comment positively about what you heard

Reflections: simple or complex, continuing the paragraph

Summaries: include change talk content in summaries

Responding to Sustain Talk

It is not desirable in MI to evoke and explore all of the client’s possible reasons for maintaining the status quo

The intent of reflecting sustain talk is to acknowledge what the person is saying without pushing against it as this is likely to entrench sustain talk.

Reflective responses to Sustain Talk

Straight ReflectionAmplified ReflectionDouble-sided ReflectionEmphasizing AutonomyReframingAgreement with a twistRunning head startComing alongside

Planning

Encompasses both developing commitment to change and formulating a specific plan of action

Is a conversation about action that: is conducted with a sharp ear for eliciting clients’ own solutions; promotes their autonomy of decision making; and, continues to elicit and strengthen change talk as a plan emerges

Planning

There is a negotiation of change goals and plans, an exchange of information, and usually a specification of next steps that may or may not involve further treatment

It is common for progress and motivation to fluctuate, inviting renewal of planning, evoking, refocusing, or

even re-engagement

Signs Clients are ready to transition to planning

There is an increase in change talk with noticeable strength in commitment language (The CATS)

The client has begun taking steps toward change- testing the water

There is a noticeable reduction in the amount of Sustain Talk

The Client demonstrates resolveThe client asks questions about change

Transitioning Methods

Recapitulation: A transitional collecting summary of Change Talk, like adding flowers to a bouquet

“I’ve heard you say you want to feel better, live a longer life, be able to do more things with your grandkids and set a better example for them

by not smoking. What do you think you need to do to get there?”Key question: from the bouquet, ask a short and simple

question about doing“What do you think will make that happen?”

Pregnant Pause: waiting for the client to hear themselves or feel the affect associated with their statement, allows them to sit with the discomfort without rescuing them.

Key Points to planning

Developing the plan is the beginning, not the final step.

Implementation intentions involve both a specific plan and the intention or commitment to carry it out.

Public commitment, social support, and self-monitoring can reinforce the best of intentions.

Supporting Change

Support persistenceProvide flexible revisiting

Re-planning Reminding Refocusing Reengaging

Core Skills

Asking Open-ended questions

Affirming

Reflective Listening

Summarizing

&Informing and Advising

Asking Open Questions

Gathering information is not the function of the question in MI

Responses help you understand the person’s internal frame of reference which strengthens the collaborative nature of the relationship

Responses aid in finding a clear direction

Affirming

Happens through the MI spirit in a general sense and specifically through direct recognition of particular strengths, abilities, good intentions and efforts

Opposite stance to supporting and providing affirmations is the idea that people will change if you can just make them feel bad enough.

“You keep drinking when you know its ruining your relationship”

Reflective Listening

Making a guess about the client’s meaningFunctionally, it deepens the understanding of both the

counselor and client by clarifying Allows people to hear again the thoughts and feelings

they are expressing and ponder themKeeps the person talking, exploring, and considering

The listener chooses which aspects of the client’s statements to reflect

Summarizing

Reflection statements that collect what the person has been saying and offers it back, as if in a basket.

Summaries: Pull together information at the end of a session Suggest links between present material and past Function to transition from one task to another Provide a ‘what else?’ opportunity Have different functions

Different functions of Summaries

Functions are based on which MI process is at task Engaging: communicate what you’ve heard, provide lead for

further development of collaborative relationship Focusing: the ‘what else?’ opportunity: ‘what have we missed’ Evoking: there are particular guidelines regarding eliciting

change talk and moving along Planning: draw together the person’s motivation, intentions, and

specific plans for change

Informing and Advising

In MI, providing information and advising is appropriate, with two considerations:1. Information and advice are offered with permission2. The goal for the counselor is to understand the client’s

perspective of the topic, their needs, and to facilitate the client drawing their own conclusion about the relevance of any information provided

Exchanging Information

Practitioners often overestimate the amount of information clients need

It is unhelpful to give clients information they already have (e.g., “smoking is bad for your health”)

It is more useful to learn what they know, what they’ve already done or tried

Information Exchange: Principles of Good Practice

Clients are the experts on themselves (using affirmations and reflections elicits a wealth of information)

Find out what they know and need to knowMatch information to clients needsClients can tell you what kind of information would be

helpfulAdvice that meets clients needs is helpful

Simple Strategy for Information Exchange

Elicit Provide Elicit

Elicit Information Needs

Ask permission and clarify information gaps and needs:

“May I…?”“Would you like to know about…?”“What would you like to know about…?”“Is there any information I can help you with?”“What might be the biggest benefit to you if you were to

quit smoking?”“What might you be most interested in knowing about

treatment options that help people quit smoking?”

Provide the needed information

Prioritize, be clear and concise, avoid jargonSupport autonomyOffer small amounts with time to reflectAcknowledge the freedom to disagree or ignorePresent what you know without interpreting the

meaning for the client

Elicit (again)

Check back in with the client to see what they understand the information to mean, their interpretation, or response

“So, what do you make of that?”“Have I been clear so far?”“You look puzzled?”“How does this apply to you?”“I wonder what all this means to you?”“Tell me in your own words what I’ve said.”

Offering Advice

A special form of information giving as it implies a “do” component: a recommendation about making personal change

Follow steps to providing information: EPE

Advice carries a strong potential for reactance

Emphasize personal choice and offer a menu of options

!! IMPORTANT TO REMEMBER !!

The vast majority of people do not like receiving unsolicited advice.

Even more people don’t think twice about giving it.

Idea/ concept Motivational Interviewing

1. Identical to Rogers’ non-directive counseling

2. A technique or gimmick to make people change

1. MI’s focusing, evoking, and planning have clear directionality to them.2. MI was specifically developed to help clients resolve ambivalence and strengthen their own commitment to change

MI: Is NOT/ Does NOT:

Idea/ concept Motivational Interviewing

3. MI is a panacea, the solution to all clinical problems

3. MI blends well with other approaches and does not negate the value of other techniques. MI is a style of being with people, an integration of clinical skills to foster movement for change.

MI: Is NOT/ Does NOT:

Idea/ concept Motivational Interviewing

4. The Transtheoretical Model (TTM), although they are compatible and complementary.5. The “Decisional Balance” technique exploring the pros and cons of change

4. TTM defines stages of change while MI provides a means of moving through the stages5. Decisional balance is more associated with counseling with neutrality as the counselor explores con’s of change. MI is more directional, with the intent being to strengthen the arguments for change

MI: Is NOT/ Does NOT:

Idea/ concept Motivational Interviewing

6. Require the use of assessment feedback

7. A way of manipulating people into doing what you want them to do

6. While personal feedback may be particularly useful for persons who aren’t considering change, it is not a necessary nor a sufficient component of MI.7. MI cannot be used to manufacture motivation that isn’t already there. It is a collaborative partnership that honors and respects the other’s autonomy, seeking to understand the person’s internal frame of reference.

MI: Is NOT/ Does NOT:

Goals :1. You wi l l understand what i s known from the research about learn ing and deve loping profi c iency in MI;2 . You wi l l be exposed to some of the types of ser v ices in which MI has been used (and evaluated) ; and,3. You wi l l be able to identi fy character isti cs of practi ti oners/ practi ce setti ngs which may infl uence organizati onal adopti on of MI .

Part II

4 Broad Components of Skill in MI

2. Engaging

3. Focusing and

Evoking

4. Planning and

Integration

1. MI Knowledge and Spirit

Training Guidelines

A single workshop is unlikely to improve competence“In our first evaluation of our own 2-day training workshop1, participants showed very little improvement in skills, certainly not enough to make any difference in how their clients responded, but we did manage to significantly decrease their interest in learning more about MI” (p. 329)1Miller, W.R., & Mount, K.A. (2001) A small study of training in motivational interviewing: Does one workshop

change clinician and client behavior? Behavioural and Cognitive Psychotherapy, 29, 457-471.)

However, there are some who may attend one workshop and “get it” (p. 329)

Typically such ‘protégé’s re reasonably skillful in reflective listening prior to the training

MI Learning Menu

12 Learning Tasks identified by Miller and Rollnick (2012)

Understanding the underlying MI Spirit (PACE variables)

Developing skill and comfort with reflective listening Identifying change goals (Focusing) Exchanging information and providing advice within

an MI style (EPE) Being able to recognize Change Talk and Sustain Talk Evoking Change Talk

MI Learning Menu (cont)

Responding to Change Talk in a manner thatstrengthens it

Responding to Sustain Talk and Discord in a way that does not amplify it

Developing hope and confidence Timing and negotiating a change plan Strengthening commitment Flexibly integrating MI with other clinical skills and

practices

How can the 12 learning tasks be accomplished?

More than obtaining knowledge is involved

Feedback is fundamental and the more immediate the better

“it’s hard to learn archery in the dark” (p. 323)

Clients provide immediate feedback through their responses to the counselor

Developing Proficiency: What’s needed?

Knowledge development and the opportunity for continued learning over time through feedback and

coaching based on direct observationCoaching need not be extensive

“One study found that 6 individual expert coaching sessions of ½ hour each conducted by telephone were sufficient to bring trainees on average up to a level of proficiency that would be satisfactory for delivering MI in clinical trial” (p. 330)

It is a matter of learning to criterion, not a fixed dose of training hours completed

Martino, S., Canning-Ball, M., Carroll, K.M., & Rounsaville, B.J. (2011). A criterion-based stepwise approach for training counselors in motivational interviewing. Journal of Substance Abuse Treatment, 40, 357-365.

MI Coaching and Feedback

While still valuable, a coaches feedback may be subjective

Coding systems are available and provide objective feedback

Types of Coding Systems

Coding interviewer responses MITI: Motivational Interviewing Treatment Integrity

Moyers, T.B., Martin, T., Manuel, J.K., Hendrickson, S.M., and Miller, W.R. (2005) Assessing competence in the use of motivational interviewing. Journal of Substance Abuse Treatment, 28(1), 19-26.

Coding client responses Glynn, L.H., & Moyers, T.B. (2010). Chasing change talk; The clinician’s role in

evoking client language about change. Journal of Substance Abuse Treatment, 39, 65-70.

Quantify interviewer and client responses: MISC: Motivational Interviewing Skills Code

Moyers, T.B., Martin, T., Catley, D., Harris, K., & Ahluwalia, J.S. (2003). Assessing the integrity of motivational interventions: Reliability of the Motivational Interviewing Skills Code. Behavioral and Cognitive Psychotherapy, 31, 177-184.

Visit: mi-campus.com

Additional Learning Methods

Learning Communities: Groups of interested MI professionals working together to

monitor and build personal skills.Self-assessment:

Not an ideal practice. This option requires the individual to take an unbiased look at their

own performance. If doing so, record and listen to your sessions.

Listening to your own sessions

Record (with permission) your session and: Count your reflections: were they simple or complex?

Offer more complex than simple reflections Count your questions: were they open or closed?

Ask more open than closed questions Count both reflections and questions: what is your ratio?

Aim for 2 reflections for every question Listen for Change Talk and Sustain Talk: count each and determine the ratio.

Equal frequency = ambivalence (no change) When Change Talk occurred, what was the next thing you said?

Count your OARS responses Listen for MI inconsistent responses (giving advice without permission,

confronting or arguing with the client, other “righting reflex” responses How did the client respond to these?

Final Comments on Learning MI

Workshop training is a good start but it is just the beginning.

Feedback and coaching are important in learning MI and need to be based on observed practice and continue over time, even for the experts.

Skills tend to drift over timeSkill development in MI is not a one-shot event but an

ongoing process.

Modes of Delivery and Service Setti ngs

Problem areas that have been researched

Applying Motivational Interviewing

Modes of Delivery

Consultations with individualsTelephone and Televideo

Dozens of studies have been done using these methods for/to: promote physical exercise, colorectal cancer screening, medication persistence, dietary change; tobacco cessation; and, blood donation (See Miller and Rollnick, 2012, p. 337 for comprehensive list of citations)

Group Counseling Strongly recommended practitioners hone their skills in

individual first

Modes of Delivery

Text formats: Early stage of research; shows promising results Examples include:

Computer based delivery of the drinker’s check-up (Walters, Hester, Chiauzzi, & Miller (2005)

Smoking cessation: (Hollis, et al., 2005) Depression and marijuana use: (Kay-Lambkin, Baker, Lewin, & Carr,

2009) Drug use during pregnancy: (Ondersma, Chase, Svikis, & Schuster,

2005)

Each of the formats involved providing personalized feedback regarding substance use, which in itself may enhance motivation to change (Juarez et al., 2005)

Modes of Delivery

Family consultations: Doing so may increase social support for change.

The significant other (SO) may need coaching prior to involvement to reduce potential for their interactions to reinforce sustain talk (ie., they may blame, etc)

Using MI with personalized feedback (Motivational Enhancement Therapy) has been used within family treatment contexts (Connell & Dishion, 2008; Slavet, et al., 2005; Van Ryzin, Stormshak,

& Dishion, 2012)

Differing Roles and Contexts

CoachingEducationOpportunistic InterventionsCorrectionsOrganizationsCross-culture applications

Organizati onal Considerati ons

Implementing MI

Considerations for scope of implementation

Limited implementation with few staff vs. training for all staff

The role of workshops“Workshop training is a good start, but only a beginning” (p. 354)

Ongoing Coaching and Peer SupportImproving service-wide conversations about change

“Life inside a clinical consultation is often an expression of forces outside of it” ( p. 358)

Organizations: Common areas for improvement

Communication style Avoid overuse of directing style

Have two feet planted firmly in the Guiding Style

Engagement Client engagement is a thermometer of a well-functioning therapeutic

relationship or service

Information ExchangeInformation exchange can be viewed as a process rather than an

event, one that requires thoughtfulness on both sides

Wrap-Up