BUS5001 - A Proven Approach to Motivation
2366087
Leeward Community College - OCEWD
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Course Description
What Is Motivational Interviewing?
Traditionally, motivational interviewing is used as a psychotherapy technique to help clients who aren’t yet fully committed to making a change. It can also be an effective tool that creates change in personal and business relationships. It’s a respectful way to help other people weigh the pros and cons of change, while also addressing their concerns.
Dr. William Miller is the founder of motivational interviewing, a unique evidence-based approach to helping people change. He’s published over 40 books and 400 articles. If you’re looking for a respectful, compassionate, evidence-based tool to incorporate into your repertoire, and are ready to really make a difference in your clients’ lives, it’s time to begin using Motivational Interviewing.
Dr. William Miller is the founder of motivational interviewing, a unique evidence-based approach to helping people change. He’s published over 40 books and 400 articles. If you’re looking for a respectful, compassionate, evidence-based tool to incorporate into your repertoire, and are ready to really make a difference in your clients’ lives, it’s time to begin using Motivational Interviewing.
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5 General Principles
1 Show empathy – Show acceptance and acknowledge the difficulties the other person is experiencing. Use reflective listening and normalize the other person’s feeling of ambivalence.
2 Amplify discrepancy – Point out the discrepancies you notice between the person’s goal and his behavior in a non-judgmental way to help the other person see when behavior doesn’t line up with goals.
3 Resist arguing – Arguing will likely be useless if you’re tying to motivate someone to change a behavior. Ask questions and keep the conversation focused on the facts.
4 Roll with resistance – If an employee says they won't do anything different, ordering them to do so will likely lead to a defensive response. Instead, help them acknowledge the consequence of not changing their behavior.
5 Support self-efficacy – Support the other person’s personal responsibility in making change. Work to establish a goal with reasonable, attainable action steps.
2 Amplify discrepancy – Point out the discrepancies you notice between the person’s goal and his behavior in a non-judgmental way to help the other person see when behavior doesn’t line up with goals.
3 Resist arguing – Arguing will likely be useless if you’re tying to motivate someone to change a behavior. Ask questions and keep the conversation focused on the facts.
4 Roll with resistance – If an employee says they won't do anything different, ordering them to do so will likely lead to a defensive response. Instead, help them acknowledge the consequence of not changing their behavior.
5 Support self-efficacy – Support the other person’s personal responsibility in making change. Work to establish a goal with reasonable, attainable action steps.
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