Motivational interviewing

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Motivational interviewing (MI) is a counseling approach developed in part by clinical psychologists William R. Miller and Stephen Rollnick. The concept of motivational interviewing evolved from experience in the treatment of problem drinkers, and was first described by Miller (1983) in an article published in Behavioural Psychotherapy. Miller and Rollnick later elaborated on these fundamental concepts and approaches in 1991, in a more detailed description of clinical procedures.Motivational Interviewing is a method that works on facilitating and engaging intrinsic motivation within the client in order to change behavior.

MI is a goal-oriented, client-centered counseling style for eliciting behavior change by helping clients to explore and resolve ambivalence. Compared with non-directive counseling, it's more focused and goal-directed. It departs from traditional Rogerian client-centered therapy through this use of direction, in which therapists attempt to influence clients to consider making changes, rather than non-directively explore themselves. The examination and resolution of ambivalence is a central purpose, and the counselor is intentionally directive in pursuing this goal.

Video Motivational interviewing

Overview

MI recognizes and accepts the fact that clients who need to make changes in their lives approach counseling at different levels of readiness to change their behavior. During counseling, some clients may have thought about making a behavior change, but may not yet have taken steps to make that change themselves. Alternatively, other clients may be actively trying to change their behavior and may have been doing so unsuccessfully for years.

For a therapist to succeed at motivational interviewing, they should first establish four basic interaction skills. These skills include: the ability to ask open-ended questions, the ability to provide affirmations, the capacity for reflective listening, and the ability to periodically provide summary statements to the client. These skills are used strategically, while focusing on a variety of topics, such as looking back, reflecting on a typical day, the importance of change, looking forward, and examining one's confidence about behavior changes.

Motivational interviewing is non-judgmental, non-confrontational and non-adversarial. The approach attempts to increase the client's awareness of the potential problems caused, consequences experienced, and risks faced as a result of the behavior in question. Alternatively, or in addition, therapists may help clients envision a better future, and become increasingly motivated to achieve it. Either way, the strategy seeks to help clients think differently about their behavior and ultimately to consider what might be gained through change. Motivational interviewing focuses on the present, and entails working with a client to access motivation to change a particular behavior that is not consistent with a client's personal value or goal. Warmth, genuine empathy, and acceptance are necessary to foster therapeutic gain (Rogers, 1961) within motivational interviewing. Another central concept is that ambivalence about decisions is resolved by conscious and unconscious weighing of pros and cons of change vs. not changing (Ajzen, 1980).

The main goals of motivational interviewing are to engage clients, elicit change talk, and evoke client motivation to make positive changes. For example, change talk can be elicited by asking the client questions, such as "How might you like things to be different?" or "How does ______ interfere with things that you would like to do?" Change may occur quickly or may take considerable time, depending on the client. Knowledge alone is usually not sufficient to motivate change within a client, and challenges in maintaining change should be thought of as the rule, not the exception.

Ultimately, practitioners must recognize that motivational interviewing involves collaboration not confrontation, evocation not education, autonomy rather than authority, and exploration instead of explanation. Effective processes for positive change focus on goals that are small, important to the client, specific, realistic, and oriented in the present and/or future.

While there are as many variations in technique as there are clinical encounters, the spirit of the method, however, is more enduring and can be characterized in a few key points:

1. Motivation to change is elicited from the client, and is not imposed from outside forces.
2. It is the client's task, not the counselor's, to articulate and resolve the client's ambivalence.
3. Direct persuasion is not an effective method for resolving ambivalence.
4. The counseling style is generally quiet and elicits information from the client.
5. The counselor is directive, in that they help the client to examine and resolve ambivalence.
6. Readiness to change is not a trait of the client, but a fluctuating result of interpersonal interaction.
7. The therapeutic relationship resembles a partnership or companionship.

Maps Motivational interviewing

Four Processes of Motivational Interviewing

There are four overlapping processes that comprise Motivational Interviewing: engaging, focusing, evoking and planning. They are both sequential and recursive, and often depicted in diagrams as stair steps, with engaging at the bottom as the first step.

1. Engaging: the process of establishing a working relationship based on trust and respect. The client should be doing most of the talking, as the counselor utilizes the skill of reflective listening throughout the process. Both the client and counselor make an agreement on treatment goals and on collaborate the tasks that will help the client reach those goals.
2. Focusing: the ongoing process of seeking and maintaining direction.
3. Evoking: eliciting the client's own motivations for change, while evoking hope and confidence.
4. Planning: involves the client making a commitment to change, and together with the counselor, developing a specific plan of action.

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Adaptations

Motivational enhancement therapy

Motivational enhancement therapy is a time-limited four-session adaptation used in Project MATCH, a US-government-funded study of treatment for alcohol problems and the Drinkers' Check-up, which provides normative-based feedback and explores client motivation to change in light of the feedback.

Motivational interviewing is supported by over 200 randomized clinical control trials across a range of target populations and behaviors including substance abuse, health-promotion behaviors, medical adherence, and mental health issues.

MI groups

MI groups are highly interactive, focused on positive change, and harness group processes for evoking and supporting positive change. They are delivered in four phases:

1. Engaging the group
2. Evoking member perspectives
3. Broadening perspectives and building momentum for change
4. Moving into action

Motivational Interviewing for Leadership

Motivational Interviewing for Leadership (MI-LEAD) is an approach that guides leaders in helping employees resolve their ambivalence about change by encouraging employees to examine their own ideas, their thoughts about the importance of a particular behavior or system change, and their confidence in their ability to succeed and by encouraging employees to identify their own solutions, using ideas they already have within. MI-LEAD is a method by which leaders can expand their skills as transformational or servant leaders.

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Limitations

Many studies using MI have specific inclusion/exclusion criteria. For example, Project MATCH excluded those who were homeless and involved in the criminal justice system. A randomized trial in drug abuse services Miller and Rollnick conducted in 2002 provided motivational interviewing sessions to clients in order to elicit behavior change by exploring and resolving ambivalence. They enrolled 152 outpatient and 56 inpatient clients who were entering a public agency for drug problems. The researchers excluded clients who reported insufficient residential stability.

A critic of these studies argues that to represent real world clinical activities, such studies must include every client entering the facility under study (within the parameters of informed consent) (Patterson, 2008 & 2009).

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Applications

Examples of fields in which motivational interviewing is being applied include:

• Brief intervention for behavior change
• Substance dependence
• Health coaching
• Mental disorder
• Problem gambling
• Dual diagnosis
• Classroom management
• Parenting
• Coaching

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See also

• Motivational interviewing: What is MI and how can it be applied in everyday life? (Wikiversity)
• Motivational therapy

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References

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Sources

• Ajzen, I., & Fishbein, M. (1980). Understanding attitudes and predicting social behavior. Englewood Cliffs, NJ: Prentice-Hall. ISBN 978-0139364358.
• Brennan, T. (1982) Commitment to Counseling: Effects of Motivational Interviewing and Contractual Agreements on Help-seeking Attitudes and Behavior. Doctoral Thesis:University.of Nebraska.
• Herman, K. C., Reinke, W.M., Frey, A.J., & Shepard, S.A. (2013). Motivational interviewing in schools: Strategies for engaging parents, teachers, and students. New York: Springer. ISBN 978-0826130723
• Miller, W. R., & Rollnick, S. (1991). Motivational Interviewing: Preparing People to Change Addictive Behavior. New York: Guilford Press. ISBN 978-0-89862-566-0
• Miller, W. R. and Rollnick, S. (2002). Motivational Interviewing: Preparing People to Change, 2nd ed. New York: Guilford Press. ISBN 978-1572305632.
• Miller, W. R., & Rollnick, S. (2012). Motivational Interviewing, Helping People Change, 3rd ed. New York: Guilford Press. ISBN 978-1-60918-227-4.
• Rollnick, S., Heather, N., & Bell, A. (1992). Negotiating behaviour change in medical settings: The development of brief motivational interviewing. Journal of Mental Health, 1, 25-37.
• Patterson, D. A. (2008). Motivational interviewing: Does it increase retention in outpatient treatment? Substance Abuse, 29(1), 17-23.
• Patterson, D. A. (2009). Retaining Addicted & HIV-Infected Clients in Treatment Services. Saarbrücken, Germany: VDM Publishing House Ltd. ISBN 978-3639076714.
• Prochaska, J. O. (1983). "Self changers vs. therapy changers vs.Schachter." American Psychologist 38: 853-854.
• Reinke, W. M., Herman, K. C., & Sprick, R. (2011). Motivational Interviewing for Effective Classroom Management: The Classroom Check-Up. New York: Guilford Press. ISBN 978-1609182588.
• Rogers, Carl (1961). On becoming a person: A therapist's view of psychotherapy. London: Constable. ISBN 1-84529-057-7.
• Rollnick, S., Miller, W. R., & Butler, C. C. (2007). Motivational Interviewing in Health Care: Helping Patients Change Behavior. New York: Guilford Press. ISBN 978-1-59385-613-7.
• Wagner, C. C., Ingersoll, K. S., With Contributors (2012). Motivational Interviewing in Groups. New York: Guilford Press. ISBN 978-1-4625-0792-4

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External links

• Motivational Interviewing Glossary and Fact Sheet Kathleen Sciacca
• "Dual Diagnosis Treatment and Motivational Interviewing for Co-occurring Disorders" in National Council Magazine 2007
• NIAAA web site: Project MATCH, MET treatment manual
• Steve Rollnick official website
• Motivational Interviewing Network of Trainers (MINT) website

Source of article : Wikipedia