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An essay on motivational interviewing
An essay on motivational interviewing
An essay on motivational interviewing
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Evoking is used by the therapist to elicit their client’s intrinsic motivation, which is defined as being motivated by internal factors. The therapist should draw out their client’s own ideas and reasons for change. Some ways to achieve this process is by the therapist guiding the client towards expressions of change talk as the pathway to change, selectively reinforcing change talk, and summarizing their change talk. The last process is called planning. Planning, formerly called Phase II, is the bridge to change. This can include making a clear plan and creating a menu of options for how to proceed. Motivational interviewing plays a central role in all forms of therapy. It is all about helping people change and overcome their natural ambivalence
The definition of motivational interviewing (MI) has evolved and been refined since the first publications on its use as a way to deal with behaviour change. The technical therapeutic definition of motivational interviewing is a collaborative, and goal oriented method of communication with giving specific observation to the language of change. It is intended to reinforce an individual’s motivation for and development towards a particular objective by evoking and investigating the individual's own arguments for change (Miller & Rollnick, 2012). Motivational interviewing was created to enable clients to prepare for changing addictive behaviours like drug and alcohol abuse (Miller & Rollnick, 1991, 2002) and has been viable to lessen other harmful behaviours including tobacco, drugs, alcohol, gambling, treatment
As facilitators, we used motivational interviewing skills such as open-ended questions so that participants could engage in the discussion and share their experiences. Reflective listening and summary were used to recap some of the points discussed by the participants after each question. The group plan was very helpful in helping us keep up with the time. Many of the group members were able to point out these strengths as well. Also, we had a good icebreaker activity so that participants could get more comfortable in the group. The participants found the topic for discussion relatable as health care professionals as this added to their knowledge of the importance of Cognitive-Behavioural Therapy in assisting patients to achieve a behavioural change. We showed appreciation to the participants for sharing their experiences. In addition to the above strengths, our instructor pointed out that we had a good closure at the end of the
The Motivational Interviewing film was very informative. I was able to get a clear understanding of what is to be expected by the therapist during a session. The film explained the therapist should engage in reflective listening, develop a growing discrepancy, avoid arguing with clients, roll with resistance and support self-advocacy. Miller believed that this approach was far more effective than traditional methods, where the therapist pushed for change. In contrast, Miller explained that motivational interviewing focused on empowerment and helping clients to become motivationally driven to change. Also, Miller stressed the importance of working alongside clients, a term he referred to as dancing. The process in which the client leads
233). From this, clients should want to change as well as believe in their capacity for change. For Jim, he can benefit from motivational interviewing since it can be used to help him overcome ambivalence to change. A collaborative, and nonconfrontational relationship are part of motivational interviewing. This is important for the client Jim in order to respect and encourage his self-determination. Motivational interviewing gives clients like Jim the opportunity to discover their own reasons for making change. One of the principles for motivational interviewing is expressing empathy where it gives clients the chance to freely explore their values, perceptions, goals and the implications of their present situation without being judged. The counsellor who is working with Jim can use active listening skills for expressing empathy in order for Jim to feel like he is being heard. The second principle is developing
The Egan Model of counseling can be integrated into one of the principles of psychiatric nursing called motivational interviewing. Egan Model is used to help the counselor use structured and specific skills to assist the client to move forward. Motivational Interviewing “is a client centered, directive therapeutic style to enhance readiness by helping clients explore and resolve ambivalence” (Hettema, 2005, page 91). These models can easily be integrated into each other; there are many ideas and steps that overlap and complement each other.
What is Motivational Interviewing? Motivational interviewing (MI) is a patient-centered method for enhancing intrinsic motivation to change health behavior by exploring and resolving ambivalence. What will be discussed is how can organizations help the patients change negative behavior to a positive behavioral change, diminishing the lack of motivational behavior. (Miller & Rollnick, 2002) states that we have to help clients overcome their ambivalence or lack of motivation toward changing their behavior in positive way. Also, figuring out a solution on how to overcome this negative behavioral challenge of lack of intrinsic motivation to change. How will we overcome it? by focusing on the MI (Motivational Interviewing) approach, and finding
In B. L. Duncan, S. D. Miller, B.E. Wampold, & M.A. Hubble (Eds.), The heart and soul of change: Delivering what works in therapy (2nd ed., pp. 143-166). Washington, DC: American Psychological Association.
Motivational Interviewing (MI) is a tool that has been used for many decades. According to Motivational Interviewing by Hettema, Steele and Miller “Motivational interviewing (MI) was developed as a way to help people work through ambivalence and commit to change (Miller 1983). An evolution of client-centered therapy, MI combines a supportive and empathetic counseling style (Rogers 1959) with a consciously directive method for resolving ambivalence and direction of change.” MI is used only briefly, usually is one or two sessions with the client. The goal of MI is for the client to build motivation in order for themselves to make a change. The counseling profession expresses that the counselor is not the one making the change, but the client is the one who seeks to change themselves. MI requires the counselor to listen more as opposed to telling the client what to change. This approach seeks to have the client find their own motivation for change within themselves.
Furthermore, my goal is to let client fix their problems on their own through insight and guidance from the therapist. I envision a successful therapeutic process being when a client follows their goals and achieves positive outcomes in their lives. I seek to gain a therapeutic process with my clients by building rapport, trust, and helping them gain insight. When my clients are stuck and need motivation, I plan to remind them about their goals and the positive things that will come with change. If family is important to a client, informing the client about their family and their happiness may help motivate them to continue to
Motivational interviewing is based on a client centered approach to therapy that uses open-ended questions, affirmation, reflective listening and summaries to help the client recognize the pros and cons of change and their reasons for resisting change thereby eliminating their ambivalence about change. Once the client deals with their ambivalence the Miller and Rollick believe that the client will be able to make the necessary changes. In addition, motivational interviewing gets the client to argue for change not the counselor. Furthermore, the client not the counselor is responsible for their progress.
Westra, H., & Aviram, A. (2013). Core skills in motivational interviewing. Psychotherapy, 50(3), 273-278. doi: 10.1037/a0032409
When I first seek out for therapy, it was interesting and scary. I made my first appointment and I was anxious and upset during my visit. I did a 20 minutes interview over the phone before my first initial office visit. My intake worker that assess my caseload allowed me to know her briefly, and let me know she would not be my therapist, but allowed me to accept the rules, polices, and therapist assigned to me. As the article stated, “explain what therapy is, how it works, and answer questions about what the client can expect from therapy in general and from therapy with you.”
Plan the process – This phase is the time put forth in setting a timetable with benchmarks and phases that can lead to better programs, have less strain on resources, and have timely implementation. An effective timetable utilized in variations is the Program, Evaluation and Review Techniques (PERT). 2. Plan with people - Successful campaigns are never planned by a single individual. It is the culmination of many people – health educators, administrators, and so forth – that are involved from many different aspects of the issue, whether it is indirectly or directly.
It became clear after my first session with Kevin, he would need additional sessions with the counseling center and myself. Kevin had been on academic probation for two quarters, his girlfriend of three years had just broken up with him, and he insinuated wanting to harm himself. During our first session it was visible he was under a lot of stress and very emotional, therefore, making our environment safe and comfortable became my first priority. I immediately started working on building a strong client and counselor relationship by clearly addressing our office’s policies, rules, and what he can expect from the sessions. More importantly, explained my office was a safe place for him to talk about issues, problems, and/or concerns he had
Implementation: To move into the second last step, a number of proposed plans have been interpreted systematically into actions. However, the transformation of plans is in partial operation that “a phase of the overall process that is little understood, not particularly appreciated, and not well-developed-either conceptually or operationally” (Brewer, 1974, pg. 240). This seemingly mistaken occurrence of the step of implement is actually the supporter for the successful transformation into the last step of this model.