Courses
Leadership
Motivational Conversations
We begin this course by examining the theoretical underpinnings of Motivational Interviewing(MI), such as its roots in the Humanistic theory of Carl Rogers and other person-centered approaches to behavior change. Participants will learn the most effective approach to facilitate change: discovering and strengthening the person’s own, internal motivation for change.
We will discuss the transtheoretical model of change and learn how to assess a person’s placement along the continuum of readiness for change, so that only the most effective intervention strategies (those which match the person’s current level of motivation to change) are employed. During this training, participants practice such essential relational skills as deep reflective listening. Lastly, some time is spent discussing effective practice strategies when dealing with people’s expected resistance to change.
Performance Objectives: Upon completion of this course, you should be able to:
Gain appreciation for the fact that the only way to facilitate sustainable change is by strengthening the person’s own, internal motivation for commitment and change.
Recognize how the philosophy and spirit of MI create the atmosphere conducive to change.
Compare MI philosophy with the traditional, confrontation-based, ineffective approaches to facilitating behavior change.
Accept ambivalence as an expected component of behavior change.
Learn how to assess a person’s readiness to change using the transtheoretical model of behavior change, and how to meet them where they are by using matching, effective motivating approaches for each of the stages of the model.
Apply the transtheoretical model of behavior change to assess their own level of readiness and that of their co-participant.
Have the opportunity to review and practice each of the microskills of MI: reflections, open-ended questions, summaries, affirmations, and information sharing.
Learn how to identify and reinforce change talk, the strongest predictor of the person initiating behavior changes.
Learn how to view resistance as a function of the environment and handle it effectively.
Competencies Covered: Facilitate change through skilled listening, Assessing a person’s readiness to change, Creating an atmosphere conducive to change, Dealing with resistance.
Intended Audience: Leaders, Managers, Public Sector Employees
We will discuss the transtheoretical model of change and learn how to assess a person’s placement along the continuum of readiness for change, so that only the most effective intervention strategies (those which match the person’s current level of motivation to change) are employed. During this training, participants practice such essential relational skills as deep reflective listening. Lastly, some time is spent discussing effective practice strategies when dealing with people’s expected resistance to change.
Performance Objectives: Upon completion of this course, you should be able to:
Competencies Covered: Facilitate change through skilled listening, Assessing a person’s readiness to change, Creating an atmosphere conducive to change, Dealing with resistance.
Intended Audience: Leaders, Managers, Public Sector Employees