Motivational Interviewing (MI) for Brief Encounters. Making an impact in 15 min. or less!
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1 Motivational Interviewing (MI) for Brief Encounters Making an impact in 15 min. or less! Colleen Miller, RN, BS, CSBC, CHC Principal, Miller & Huffman Outcome Architects, LLC Co-founder, National Society of Health Coaches
2 History of MI Began in Psychiatry/Behavioral Health for the treatment of alcohol addiction in the early 80s
3 MI Defined A collaborative, person-centered form of guiding to elicit and strengthen motivation for change. (Rollnick et al, 2008)
4 MI helps to Identify ambivalence and drill down to the dilemma Understand how a person feels about change (readiness for change) Develop clinician/client rapport Establish a partner relationship Evoke and reinforce change talk
5 MI is Both: Client-centered - whereas the client s thoughts, feelings, culture, birth generation and perceptions are acknowledged.and Directive clinician s use of specific strategies, concepts and interventions to guide client toward exploration, self-discovery, resolving ambivalence or the decision to change.
6 Rollnick, Miller & Butler (2008) state clients exposed to MI versus treatment as usual in various clinical trials were found to be more likely to: Improve medication adherence Have fewer hospitalizations Increase exercise Reduce stress Reduce sodium intake Keep food diaries Increase fruit and vege intake Improve glycemic control
7 Spirit of MI How I am with people, what I say, and what I help them to say makes a difference in whether behavior change happens. Dr. William Miller, PhD Originator of MI
8 Its all about SKILLFUL CONVERSATION
9 Using MI with clients Evidence-based Health Coaching (EBHC) The vehicle through which MI is implemented into the clinical engagement.
10 EBHC is Not Counseling Directing Managing
11 Premise of EBHC Individual is the real change agent. Values, beliefs, culture, faith, and birth generation affect an individual s healthcare decisions. A paradigm shift from director role to partner can change the dynamics of the provider/individual relationship and foster behavior change.
12 Why EBHC has Emerged? Traditional methods not working very well Attention focused heavily on the patient/family engagement It improves outcomes
13 CAUTION! A Paradigm Shift in Thinking REQUIRED!
14 Traditional Approach Telling-Directing-Managing vs. Health Coaching w/ MI Do these things.
15 What Things? Preventative Screenings Vaccinations Medications Exercise Diet
16 And if you don t Do these things. We have a label for you
17
18 Non-compliance 5% declare vaccine exemptions 10% of all hospital admits 14.5% of all ER visits Medication non-compliance= $300billion/yr Med use- 50% take as prescribed Med use- 50% never start their regimen 30-60% of pts don t follow tx plans as ordered
19 Why People Don t Change Behavior? Their values don t support it. They don t think it s important. They don t think they can. They haven t worked through their ambivalence about it. They aren t ready for it. They don t have a good plan. They don t have adequate social support. Butterworth, S. (2007). Health Intelligence Network.
20 Center for Advancing Health, 2010 Engagement & Self-management Support A person s involvement in their healthcare where professional information & advice is in concert with the client s needs and preferences.
21 Traditional vs. Health Coaching w/ MI Directing/Managing Guiding/Facilitating What is the greatest concern you have?
22 Example: Client: I ll never be able to stay on this diabetic diet. Traditional Response: Sure you will! I have lots of information for you to take with you and I ll be here to help you. Health Coaching w/ MI: What s concerns you most about it?
23 Differences Guiding/Facilitating Directing/Managing Actively listens Empowers Non-judgmental Patient s concerns Gives advice Diagnosis-driven Does the talking Provider s agenda
24 NSHC s Clinical Model Health Behavior Outcomes
25 How well is the patient managing him/herself today?
26 Health Teaching Self-management! or Compliance!
27
28 4 Guiding Principles Miller & Rollnick s RULE Resist the Righting Reflex Understand patient s dilemma/motivation Listen Empower
29 Ambivalence The BUT in the middle Feeling two ways about something (conflicting thoughts & feelings about a behavior change) Not to be confused with defiance or resistance
30 Ambivalence We are them! Something about yourself that you Want to change? Need to change Should change Have been thinking about changing But you haven t changed yet i.e- you re ambivalent about
31 Ambivalence I ve tried losing weight before, BUT I just can t stay on my diet. My doctor gave me a prescription, BUT I don t know that it s going to help that much. I m not sure I really need to fill it.
32 Ambivalence Understand the client s Dilemma & Motivation
33 Drilling Down Ambivalence Reasons for staying the same & Reasons to change Listen.Actively Strive to be interested.. NOT interesting!
34 Listen for certain cues about the client s change readiness.and respond accordingly! I might I ve thought about.. I can t I m considering I don t think I can I plan to I m really not interested in
35 We tend to believe what we hear ourselves say The more one talks about reasons for change, the more likely one is to change. The more one talks about the disadvantages of change, the more one is committed to sustaining the status quo. If we continually talk in a way that causes one to defend where he/she is, change is LESS likely to occur.
36 Open-ended Questions Requires thought to formulate a response. Allows time for one to expound upon a response. Allows one to reflect upon feelings, concerns, values about the real issue(s). Provides the means for the clinician to drill down to the real dilemma(s)
37 Examples: Open-ended Questions/Responses Tell me what concerns you most about. How will this change affect your lifestyle? Explain what you understand about.
38 More.Open-ended Tell me (more) about. How might you.? Explain what s hindering about? What will you need to do so that..? How might affect your family, your work?
39 AVOID Creating Resistance Actions that usually create resistance: Convince one they have a problem Argue for benefits of change Tell someone how to change Sternly warn them of consequences
40 Empowering the client Ask permission Would you be willing to consider..? Would you be interested in some information about? Do you have any objection to? May I give you some reading material about? 2. Giving information (Elicit Provide Elicit) Respect what the patient already knows, by finding out.
41 Affirming Strengths Examples: Client: I tried everything I can to stay on this diabetic diet and frankly, I feel like giving up. Clinician Response: You ve worked very hard on this. Client: I moved my morning medicine to the kitchen table, where hopefully I will remember to take it when I eat breakfast. Clinician Response: You ve had a great idea! Remembering to take medication is not always easy.
42 Summarizing Provide a brief synopsis of the conversation Identifies key elements Restates commitments Helps establish accountability Provides an opportunity for the client to correct or clarify what they have said.
43 How to Start? Invite the client to talk I understand Dr. White wants to get your weight down to help lower your blood pressure blood. Tell me your thoughts on this. Listen Carefully with the goal of understanding the dilemma (ambivalence) - Give no advice! Use Open-ended responses/questions
44 Group Practice
45 Its too hard to stay on this low-fat, low salt diet.
46 I m really not sure if I can quit smoking. I ve tried quitting more than once.
47 I doubt that I will ever be able to fit exercise into my day with my crazy work schedule.
48 Change is similar to an iceberg. 15% is visible above the water. The driving force is deep below the surface where 85% of the iceberg is susceptible to different currents and flow.
49 Readiness for Change Tools 1. Importance of making the change 1. Confidence level for change
50 Importance of Change Tool On a scale from 0-10, where 0 is not at all important and 10 is extremely important, how important would you say it is for you to? Not at all Extremely Important Important (Miller, W. & Rollnick, S. (2002). Motivational Interviewing: Preparing People for Change)
51 Confidence to Change Tool On a scale from 0-10, where 0 is not at all confident and 10 is extremely confident, how confident are you, that if you decide to, you could do it? Not at all Extremely Confident Confident (Miller, W. & Rollnick, S. (2002). Motivational Interviewing: Preparing People for Change)
52 MI for Brief Encounters 3 Take-A-Ways: 1. What concerns you most about? 2. Open-ended questions 3. Readiness for change?
53 It is the truth we ourselves speak rather than the treatment we receive that heals us. O. Hobart Mowrer, 1966
54
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tips for dealing with a depression diagnosis 2011 www.heretohelp.bc.ca No one wants to feel unwell. Talking to your doctor or other health professional about problems with your mood is an important first