By David B. Rosengren PhD
Constructing services in motivational interviewing (MI) takes perform, that's precisely the aspect of this attractive, straightforward workbook. the quantity is filled with real-world examples from more than a few medical settings, in addition to pattern interactions and hands-on studying actions. the writer is an skilled MI researcher, clinician, and coach who allows studying with quizzes, experiential workouts, and reproducible worksheets. The reader learns step-by-step tips to perform middle MI abilities: elevating the significance of habit change, fostering the client's self belief, resolving ambivalence, solidifying dedication to alter, and negotiating a metamorphosis plan. The application of the publication is superior through the large-size layout and lay-flat binding. The ebook exhibits the best way to navigate each one consultation utilizing microskills that many clinicians already understand: open-ended questions, affirmations, reflective listening and summaries, or OARS for brief.
Read or Download Building Motivational Interviewing Skills: A Practitioner Workbook (Applications of Motivational Interviewin) PDF
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Extra resources for Building Motivational Interviewing Skills: A Practitioner Workbook (Applications of Motivational Interviewin)
Example text
The problem, from the MI perspective, is not that practitioners do these things (though some may be less helpful than others), but rather that we do too many of the roadblocks and too little reflective listening. So if these things are not reflective listening, what is? To begin it’s a way of thinking that includes interest in what the person has to say and respect for his or her wisdom. We start from this rather obvious position that each client knows more about him- or herself than we will ever know.
It may involve something said in the immediate past or things stated earlier or in prior conversation. . and on the other. . ” Whenever I use a double-sided reflection, I inevitably raise my hands like a scale and use them as visual representations of the two sides. I also teach people to start with the element that favors the status quo and end with the dimension that favors change, as this provides a natural stepping-off point for further exploration of change—if appropriate. Also beware of the conjunction you use in this situation.
Another misconception is that MI is clinically useless, since it works only when clients want to change anyway. I hope that this chapter has illustrated that it is really neither of those things. MI is a series of specific strategies, informed by respect for client autonomy and values, for maximizing the chances that clients will choose adaptive behavior change. MI takes advantage of the natural tendency of human beings to choose what is best for them in the long run by working collaboratively to identify clients’ desire for change within apparently destructive behaviors.
