New Directions in MI. William R. Miller Implement Consulting Group Copenhagen, June 2011
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1 New Directions in MI William R. Miller Implement Consulting Group Copenhagen, June 2011
2 An explosion of knowledge since 2002 >1000 new publications > 200 randomized clinical trials Dozens of books and videotapes 10 Multisite clinical trials Several coding systems for quality assurance Research on MI training
3
4 MI ? 2012
5 X Generalized Principles of MI 1. Express Empathy 2. Develop Discrepancy 3. Avoid Argumentation 4. Roll with Resistance 5. Support Self-Efficacy
6 X Two Phases of MI Phase 1 Strengthen motivation for change Phase 2 Consolidate commitment to change
7 The Spirit of MI Partnership Acceptance Compassion Evocation
8 Absolute Worth Accurate Empathy Acceptance Autonomy Support Affirmation
9 Partnership Compassion MI Spirit Acceptance Evocation
10 Broader than Behavior Change Decision to make a choice Forgiveness, leaving or staying Attitude - to become a different person To be more compassionate, assertive etc. Resolution - Acceptance Complicated grief Finding peace regarding a decision Tolerance for anxiety, uncertainty etc.
11 MI is a refined form of guiding
12 A Continuum of Styles Directing <=> Guiding <=> Following Behavior therapy Cognitive therapy Reality therapy Dr. Phil Motivational interviewing Solution-focused therapy Psychodynamic psychotherapy Client-centered therapy
13 Direction Language Directing as a counselor behavior Direction as goal-orientation Goal-directed rather than directive as a description of MI
14 Three Essential Elements in any Definition of MI 1. MI is a particular kind of conversation about change (counseling, therapy, consultation, method of communication) 2. MI is collaborative (person-centered, partnership, honors autonomy, not expertrecipient) 3. MI is evocative, seeks to call forth the person s own motivation and commitment
15 1. A layperson s definition (What s it for?) Motivational interviewing is a collaborative conversation style for strengthening a person s own motivation and commitment to change
16 2. A pragmatic practitioner s definition (Why would I use it?) Motivational interviewing is a person-centered counseling style for addressing the common problem of ambivalence about change
17 3. A technical therapeutic definition (How does it work?) Motivational interviewing is a collaborative, goaloriented style of communication with particular attention to the language of change. It is designed to strengthen an individual s motivation for and movement toward a specific goal by eliciting and exploring the person s own reasons for change within an atmosphere of acceptance and compassion.
18 Four Fundamental Processes in MI
19 Relational Foundation Motivational Interviewing 1. Engaging 2. Focusing 3. Evoking 4. Planning
20 4 Fundamental Processes in MI 1. Engaging The Relational Foundation Listen understand dilemma and values Person-centered style OARS core skills Learn this first
21 4 Fundamental Processes in MI 1. Engaging The Relational Foundation 2. Focusing Strategic Centering Agenda setting Finding a focus
22 MI is Goal-directed MI departs from person-centered counseling in being consciously goaloriented.
23 Agenda Setting Eliciting the client s agenda What would you like to talk about today? What brings you here today? Miracle question Offering a menu Bubble sheet Asking permission to discuss your agenda Would it be all right if we also talked a bit about...?
24 Finding a Focus What is the focus, the change goal for MI? Most often, it is from the client s agenda Sometimes prescribed by the context What if you have your own goal(s) that the client does not currently share?
25 Equipoise Equipoise is not a therapist attribute (like equanimity: composure, balance, emotional stability) Equipoise is the conscious clinical decision to try not to influence a client s direction of choice or change Equipoise can be about: A change goal and/or The means to reach a change goal
26 Counselor Aspiration Should I proceed strategically to favor the resolution of the client s ambivalence in a particular direction? or Do I want to maintain equipoise/neutrality and not intentionally or inadvertently steer the person in one particular direction? MI was originally developed for the former situation
27 Some Scenarios A woman deciding whether to have children A teen deciding whether to give up her baby A relative deciding whether to donate a kidney An adolescent considering whether to use condoms Leaving a gang, homelessness, an affair, etc. A man injecting heroin and meth A drunk driver A soldier playing Russian roulette A sex offender contemplating new victims
28 Engaging and Focusing Identification of Change Goal Aspiration A conscious choice Equipoise Evoking Planning? Both choices involve equanimity, collaboration and autonomy
29 Equipoise is where a classic decisional balance makes sense Giving intentionally balanced, equal attention to pros and cons in: Inquiry Elaboration Affirmation Reflection Summaries
30 2 x 2 Decisional Balance Grid PROs and CONs of Change Status Quo or Option A Change or Option B Advantages + Good things about Status Quo or Option A CON Good things about Change or Option B PRO Disadvantages - Less-good things about Status Quo or Option A PRO Less-good things about Change or Option B CON
31 Evoking lies at the heart of motivational interviewing
32 4 Fundamental Processes in MI 1. Engaging The Relational Foundation 2. Focusing Strategic Centering 3. Evoking The Transition to MI Selective eliciting Selective responding Selective summaries
33 Evoking involves.. Recognizing change talk Evoking change talk Responding differentially to change talk
34 Psycholinguistics of Change Change talk predicts change Causing a person to voice his or her own arguments for change increases the likelihood of movement in that direction Change talk can only be defined in relation to a particular change goal
35 Change Talk Change talk is any client speech that favors movement in the direction of change Previously called self-motivational statements (Miller & Rollnick, 1991) Change talk is by definition linked to a particular behavior change goal
36 Preparatory Change Talk Four Examples DARN DESIRE to change (want, like, wish.. ) ABILITY to change (can, could.. ) REASONS to change (if.. then) NEED to change (need, have to, got to..)
37 Mobilizing Change Talk reflects resolution of ambivalence CATs Commitment (intention, decision, promise) Activation (willing, ready, preparing) Taking steps
38 Yet another metaphor Ambivalence Hill (Pre-) Contemplation Preparation Action
39 Responding to Change Talk
40 Responding to Change Talk EARS E: Elaborating: Asking for elaboration, more detail, in what ways, an example, etc. A: Affirming commenting positively on the person s statement R: Reflecting, continuing the paragraph, etc. S: Summarizing collecting bouquets of change talk
41 Change Talk and Sustain Talk Opposite Sides of a Coin
42 Examples of Sustain Talk Desire for status quo Inability to change Reasons for sustaining status quo Need for status quo Commitment to status quo
43 Sustain Talk The other side of ambivalence I really like marijuana I don t see how I could give up pot I have to smoke to be creative I don t think I need to quit I intend to keep smoking and nobody can stop me I m not ready to quit I went back to smoking this week (D) (A) (R) (N) (C) (A) (T)
44 Counselors can evoke change talk Glynn & Moyers (2010), Journal of Substance Abuse Treatment 39: counselors alternated (in 12-minute segments) between CT: Change talk evocation (CT) and FA: Functional analysis of drinking in conversations with 47 college students about drinking concerns Coded change talk (CT) and sustain talk (ST) Dependent measure: % Change Talk defined as frequency of CT CT + ST
45 %Change Talk and Sustain Talk
46 So more fully, MI involves: Differentially evoking change talk relative to sustain talk and responding to sustain talk and discord in a way that does not increase them
47 What s Become of Resistance?
48 X Resistance Sustain Talk Discord
49 4 Fundamental Processes in MI 1. Engaging The Relational Foundation 2. Focusing Strategic Centering 3. Evoking The Transition to MI 4. Planning The Bridge to Change Replacing prior Phase I and Phase II Negotiating a change plan Consolidating commitment
50 Change Planning in MI Not before the person is ready Offer information and advice with permission, as needed Negotiate a change plan to which the person will agree (could be a small step) Implementation intention (specific plan plus stated intent) predicts change
51 Is it MI Yet?
52 Can it be MI without... Engaging? Focusing? Evoking? Planning? No No No Yes
53 So it s MI when.. 1. The communication style and spirit involve person-centered, empathic listening (Engage) AND 2. There is a particular identified target for change that is the topic of conversation (Focus) AND 3. The interviewer is evoking the person s own motivations for change (Evoke)
54 Four Fundamental Processes in MI Relational Foundation Motivational Interviewing 1. Engaging 2. Focusing 3. Evoking 4. Planning
55 The 4 processes are somewhat linear... Engaging necessarily comes first. Focusing (identifying a change goal) is a prerequisite for Evoking Planning is logically a later step Engage Focus Evoke Plan
56 .... and yet also recursive Engaging skills (and re-engaging) continue throughout MI Focusing is not a one-time event; re-focusing is needed, and focus may change Evoking can begin very early Testing the water on planning may indicate a need for more of the above
57 Four Foundational Processes Planning Evoking Focusing Engaging
58
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