Motivational Interviewing
Motivational Interviewing
B. Nierenberg, Phd, ABPP B. Nierenberg, Phd, ABPP University of Miami Miller School of Medicine University of Miami Miller School of Medicine
M. Jensen, PhD M. Jensen, PhD
U of Washington School of Medicine U of Washington School of Medicine
Motivation Interviewing: Rationale Motivation Interviewing: Rationale
How well people manage change depends on what they do
In medical treatment, we often ask patients to make significant changes in their behavior
– Stop harmful medications – Exercise
– Lose weight
– Keep moving appropriately (slow but steady) despite pain – Return to work
Change management is hard work
Motivation is a primary issue
Motivation is a primary issue
The only way to keep your health is to eat what you don’t want,
drink what you don’t like, and do what you’d rather not
What is Motivation?
What is Motivation?
Motivation is the probability that a person Motivation is the probability that a person
will change* will change*
Motivation is influenced by clinician Motivation is influenced by clinician
responses responses
Low patient motivation can be thought of Low patient motivation can be thought of
as a clinician deficit as a clinician deficit
*Miller & Rollnick, Motivational Interviewing: Preparing people to change *Miller & Rollnick, Motivational Interviewing: Preparing people to change
addictive behavior. New York: Guilford Press, 1991 addictive behavior. New York: Guilford Press, 1991..
What is Motivational Interviewing? What is Motivational Interviewing?
MI is a
MI is ageneral approachgeneral approachand aand asetset of therapeutic responses
of therapeutic responsesthat leadthat lead to an increased probability that the to an increased probability that the patient will change
patient will change
MI strategies are theoretically and MI strategies are theoretically and
empirically based empirically based
Applications to Change Management Applications to Change Management
What not to do
What not to do
Applications to Change Management Applications to Change Management
Lecturing (directing, warning, preaching, criticizing, Lecturing (directing, warning, preaching, criticizing, approving, interpreting) provides little in the way of approving, interpreting) provides little in the way of motivation
motivation
Usual response: Annoyance or guilt Usual response: Annoyance or guilt
Information is to behavior change as
wet noodles are to bricks -Wilbert Fordyce
Applications to Change Management Applications to Change Management
What’s worse than lecturing?
What’s worse than lecturing?
Arguing!
Arguing!
Applications to Change Management Applications to Change Management
If you find yourself lecturing or arguing, If you find yourself lecturing or arguing,
Stop
Stop
Applications to Change Management Applications to Change Management
There are many things you
There are many things you
can do to increase
can do to increase
motivation
motivation
I will summarize 152 of them
I will summarize 152 of them
The first 149 things you can do
The first 149 things you can do
Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen
Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen Listen
What to listen for
What to listen for
Is this person ready for change? Is this person ready for change?
Identifying readiness to change Identifying readiness to change
What does this person value? What does this person value?
Link behavior change to the person’s own goals Link behavior change to the person’s own goals
Why would
Why wouldthis personthis personwant to change?want to change?
Use the person’s own arguments for change Use the person’s own arguments for change
Solution
Solution--focused model
focused model
AssumptionsAssumptions
–
–If it ain’t broke, don’t fix itIf it ain’t broke, don’t fix it –
–If it works, do it moreIf it works, do it more –
–If it doesn’t work, do something differentIf it doesn’t work, do something different
Solution
Solution--Focused Model
Focused Model
Key AspectsKey Aspects
–
–Positive focusPositive focus
»
»Highlight what you are doing rightHighlight what you are doing right
–
–Future visionFuture vision
»
»Vision of what’s possible makes it easier to getVision of what’s possible makes it easier to get there
there
–
–Baby stepsBaby steps
»
»What is the next smallest change possible?What is the next smallest change possible?
Is the person ready for change?
Is the person ready for change?
DiClemente and Prochaska (1982).DiClemente and Prochaska (1982). SelfSelf--change andchange and therapy change of smoking behavior: A comparison of processes of change therapy change of smoking behavior: A comparison of processes of change in cessation and maintenance. Addictive Behaviors, 7, 133
in cessation and maintenance. Addictive Behaviors, 7, 133--144.144. Change stages: Change stages: – – PrecontemplationPrecontemplation – – ContemplationContemplation – – PreparationPreparation – – ActionAction – – MaintenanceMaintenance – – RelapseRelapse
Precontemplation
Precontemplation
Not considering change at all
Not considering change at all
Will actively resist change when
Will actively resist change when
they feel coerced into changing
they feel coerced into changing
Contemplation
Contemplation
The person sees a need for change
The person sees a need for change
and may be considering making a
and may be considering making a
change “sometime”
change “sometime”
Contemplators are in a constant
Contemplators are in a constant
state of weighing the pros and
state of weighing the pros and
cons of change
cons of change
Preparation
Preparation
In the process of deciding to make
In the process of deciding to make
a change
a change
Involves both an intention to
Involves both an intention to
change and initial steps towards
change and initial steps towards
change
Action
Action
The person is taking concrete
The person is taking concrete
behavioral steps that will
behavioral steps that will
lead to the desired change
lead to the desired change
Maintenance
Maintenance
The person is making efforts
The person is making efforts
to maintain the changes
to maintain the changes
made in the action stage
made in the action stage
Relapse
Relapse
The person is unable to
The person is unable to
sustain the changes
sustain the changes
made in the action stage
made in the action stage
Matching your response
Matching your response
Stage Clinician’s task
Precontemplation Raise doubt Contemplation Tip the balance
Preparation Assist in plan development Action Assist client with plan Maintenance Review progress; Praise
Relapse Review process
Next, match your response to the patient’s readiness stage
Precontemplation: Raise Doubt
Precontemplation: Raise Doubt
Patient: I won’t stop smoking. I can’t stop smoking. I Patient: I won’t stop smoking. I can’t stop smoking. I need to smoke. I have never been able to quit for very need to smoke. I have never been able to quit for very long. Not smoking is for the birds. Not smoking long. Not smoking is for the birds. Not smoking makes me nervous.
makes me nervous.
Strategy: Acknowledge concern, but ask questions that Strategy: Acknowledge concern, but ask questions that
allow for expression of doubt. allow for expression of doubt.
Response: Not smoking makes you nervous. What Response: Not smoking makes you nervous. What
effect do you think smoking already has had on your effect do you think smoking already has had on your body and your muscles? What changes, if any, have body and your muscles? What changes, if any, have you noticed in your body since you have been smoking you noticed in your body since you have been smoking so much?
so much?
Precontemplation: Raise Doubt
Precontemplation: Raise Doubt
Patient: Well, we’ve been over this Patient: Well, we’ve been over this -- I getI getshort of breath on the steps and can’t keep short of breath on the steps and can’t keep up with my son anymore
up with my son anymore
Strategy: Ask questions and respond in ways Strategy: Ask questions and respond in ways
to encourage further discussion about the to encourage further discussion about the “down side” of the problem behavior. “down side” of the problem behavior. Response: How much does this bother you? Response: How much does this bother you?
Responding to Contemplation: Tip the Balance Responding to Contemplation: Tip the Balance
Listen for: Reasons the patient gives to change Listen for: Reasons the patient gives to change Being able to breathe is something you want, and Being able to breathe is something you want, and
becoming healthier is important to you. But you’ve becoming healthier is important to you. But you’ve told me that it’s been hard for you to stop for more told me that it’s been hard for you to stop for more than a few days in a row. Is this accurate? than a few days in a row. Is this accurate?
It has been stressful to try to stop, but you have also told It has been stressful to try to stop, but you have also told
me that you need to be healthier to attend your me that you need to be healthier to attend your daughter’s wedding. You really want be there and be daughter’s wedding. You really want be there and be healthy enough to dance with her.
healthy enough to dance with her.
Responding to Preparation: Develop and Enhance Plan Responding to Preparation: Develop and Enhance Plan
Listen for: How the person prefers to make the change Listen for: How the person prefers to make the change Communicate free choice: So you want to stop taking Communicate free choice: So you want to stop taking
smoking. How would you like to go about this? smoking. How would you like to go about this? Review consequences for changing: When this works, and Review consequences for changing: When this works, and
you are healthier, how do you think your life will be you are healthier, how do you think your life will be different?
different?
If asked for information and advice: Keep it short and simple If asked for information and advice: Keep it short and simple
(“I think you should try the patch”) and always follow (“I think you should try the patch”) and always follow--upup with questions to gauge the person’s response (“Does this with questions to gauge the person’s response (“Does this make sense to you?”)
make sense to you?”)
Responding to Action and Maintenance Responding to Action and Maintenance
Come unglued with praise! Come unglued with praise!
-- “I’m really impressed!”“I’m really impressed!” -- “Good job!”“Good job!”
-- “You did it!”“You did it!” -- “I’m proud of you!”“I’m proud of you!” -- “Wow!”“Wow!”
Be dramatic and enthusiastic here Be dramatic and enthusiastic here
Relapse
Relapse
To cease smoking is the
easiest thing I ever did; I
ought to know because I’ve
done it a thousand times.
- Mark Twain
Responding to Relapse
Responding to Relapse
Normalize the relapse process Normalize the relapse process Praise accomplishments Praise accomplishments
Discuss what can be learned from Discuss what can be learned from
relapse relapse
Reframe relapse as being one step Reframe relapse as being one step
closer to maintenance closer to maintenance
MEDSTAT
MEDSTAT
MMiracle questioniracle question
EExceptionsxceptions DDifferencesifferences SScalingcaling
TTimeime--outout
AAccoladesccolades
TTaskask
Miracle question
Miracle question
“If a miracle happened and _____ were“If a miracle happened and _____ were suddenly not a problem for you, what suddenly not a problem for you, what would you be doing instead of the problem would you be doing instead of the problem behavior (smoking, drinking, overeating, behavior (smoking, drinking, overeating, being a couch potato)?”
being a couch potato)?”
–
–Write down behaviors that would be differentWrite down behaviors that would be different if this problem were gone. What would you be if this problem were gone. What would you be doing
doing? What would others notice?? What would others notice?
MEDSTAT
MEDSTAT
MMiracle questioniracle question
EExceptionsxceptions DDifferencesifferences SScalingcaling
TTimeime--outout
AAccoladesccolades TTaskask
Exceptions
Exceptions
“Are there times when you wanted to“Are there times when you wanted to engage in a problem behavior (smoking, engage in a problem behavior (smoking, drinking, overeating, etc.), but didn’t, or drinking, overeating, etc.), but didn’t, or when you did a healthy behavior instead?” when you did a healthy behavior instead?”
»
»Write down examples of times you had the urge toWrite down examples of times you had the urge to … (overeat, smoke, drink or urge to watch TV … (overeat, smoke, drink or urge to watch TV instead of going for a walk, etc.), but you didn’t act instead of going for a walk, etc.), but you didn’t act on the urge.
MEDSTAT
MEDSTAT
MMiracle questioniracle question
EExceptionsxceptions DDifferencesifferences SScalingcaling
TTimeime--outout
AAccoladesccolades TTaskask
Difference
Difference
“What is the difference that makes the“What is the difference that makes the difference
difference between the times when (between the times when (overeatovereat)) and the times when you don’t (
and the times when you don’t (overeatovereat)?”)?”
Examples of Differences that Make Examples of Differences that Make the Difference
the Difference
Rest, schedule, buddy, geography, positiveRest, schedule, buddy, geography, positive events, etc.
events, etc.
Level of Urge (LOU)Level of Urge (LOU)
Red light, yellow light, green lightRed light, yellow light, green light
–
–Write down the difference that makes theWrite down the difference that makes the difference for your exception
MEDSTAT
MEDSTAT
MMiracle questioniracle question
EExceptionsxceptions DDifferencesifferences SScalingcaling
TTimeime--outout
AAccoladesccolades
TTaskask
Scaling to assess readiness
Scaling to assess readiness
Current status relative to the miracleCurrent status relative to the miracle
Willingness to workWillingness to work
ConfidenceConfidence
Scaling to assess readiness
Scaling to assess readiness
Current status?Current status?
–
–“On a scale of 1“On a scale of 1--10, where 10 means the10, where 10 means the miracle and 1 means the worst it has been, miracle and 1 means the worst it has been, what number would you say best describes what number would you say best describes how things are right now?”
Scaling to assess readiness
Scaling to assess readiness
Willingness to work?Willingness to work?
–
–10 means willing to work very hard, while 110 means willing to work very hard, while 1 means just waiting to see if anything happens. means just waiting to see if anything happens.
Scaling to assess readiness
Scaling to assess readiness
Confidence?Confidence?
–
–10 means most; 1 means least10 means most; 1 means least
»
»Write down your ratings forWrite down your ratings for
Current status (CS)Current status (CS)
Willingness to work (WW)Willingness to work (WW)
ConfidenceConfidence
MEDSTAT
MEDSTAT
MMiracle questioniracle question
EExceptionsxceptions DDifferencesifferences SScalingcaling
TTimeime--outout
AAccoladesccolades
TTaskask
Time out
Time out
Assess your readiness to change (small,Assess your readiness to change (small, medium, large) medium, large) – –WW = 2;WW = 2; – –CS = 2;CS = 2; – –Confidence = 2Confidence = 2 –
–Small, Medium or Large Readiness?Small, Medium or Large Readiness?
Get ready for AccoladesGet ready for Accolades
MEDSTAT
MEDSTAT
MMiracle questioniracle question
EExceptionsxceptions DDifferencesifferences SScalingcaling
TTimeime--outout
AAccoladesccolades
TTaskask
Accolades: Compliment Yourself
Accolades: Compliment Yourself
ExamplesExamples
–
–“I care so much about my baby’s health that I“I care so much about my baby’s health that I am willing to try to cut back on smoking.” am willing to try to cut back on smoking.” –
–“I give myself credit for taking time to attend a“I give myself credit for taking time to attend a workshop to help myself from here to health.” workshop to help myself from here to health.”
»
MEDSTAT
MEDSTAT
MMiracle questioniracle question
EExceptionsxceptions DDifferencesifferences SScalingcaling
TTimeime--outout
AAccoladesccolades
TTaskask
Tasks
Tasks –– If you’re ready, what are you going toIf you’re ready, what are you going to do?
do?
No TaskNo Task
–
–Information needed? Timing issues? Acid Test?Information needed? Timing issues? Acid Test? –
–Readiness RulerReadiness Ruler
Thinking TaskThinking Task
–
–Be a detective, notice exceptions and analyzeBe a detective, notice exceptions and analyze the difference that makes the difference the difference that makes the difference
Action TaskAction Task
–
–Next smallest stepNext smallest step
Readiness Levels
Readiness Levels
SmallSmall –– go for No Taskgo for No Task
–
–Not ready for task;Not ready for task;
MediumMedium
--–
–Stick to thinking taskStick to thinking task
LargeLarge
–
Next Smallest Step
Next Smallest Step
What would be a small enough step to beWhat would be a small enough step to be doable and yet be large enough to make a doable and yet be large enough to make a difference in moving you closer to the next difference in moving you closer to the next level on your Current Status (CS) Scale? level on your Current Status (CS) Scale?
Example
Example
If 10 = miracle; and CS = 4, how will you knowIf 10 = miracle; and CS = 4, how will you know when CS = 5?
when CS = 5?
Answer: I will _____________ .Answer: I will _____________ .
–
–Example: “I will (walk 5000 steps a day instead ofExample: “I will (walk 5000 steps a day instead of 4000 within ten days).”
4000 within ten days).”
Write down the next smallest step you can take toWrite down the next smallest step you can take to get closer to the the next number up from your get closer to the the next number up from your current status rating.
current status rating.
–
–Be sure to include a deadline for a concrete step.Be sure to include a deadline for a concrete step.
Summary
Summary
MEDSTAT Your Self from Here toMEDSTAT Your Self from Here to Healthy
Healthy
–
–Now that you have determined your readinessNow that you have determined your readiness to change, and your matching task (or lack to change, and your matching task (or lack thereof), decide who you are going to tell thereof), decide who you are going to tell about it, because if you find someone about it, because if you find someone supportive to tell it increases your chances of supportive to tell it increases your chances of making it happen.
MEDSTAT
MEDSTAT
Seven strategies harnessing positive focus, futureSeven strategies harnessing positive focus, future vision, baby steps
vision, baby steps » »MiracleMiracle » »ExceptionsExceptions » »DifferenceDifference » »ScalingScaling » »Time outTime out
» »AccoladesAccolades
» »TaskTask
–
–Mix and match them; use them alone or together. IfMix and match them; use them alone or together. If you remember only one, which will it be? you remember only one, which will it be?
Another Resource
Another Resource
And have you ever encouraged family and friendsAnd have you ever encouraged family and friends toto change their unhealthy habits?....
change their unhealthy habits?....
Do they also know that they should change ….. butDo they also know that they should change ….. but they don't?
they don't?
Do you notice that giving advice rarely works! Do you notice that giving advice rarely works! And nagging may even make things worst. And nagging may even make things worst. Are you left feeling frustrated?
Are you left feeling frustrated?
Don't give up! Explore a new way.Don't give up! Explore a new way.
http://www.motivatehealthyhabits.com/http://www.motivatehealthyhabits.com/
Problems with Motivational Strategies Problems with Motivational Strategies
Involves encouraging changes in behavior that Involves encouraging changes in behavior that
may not benefit a particular person may not benefit a particular person
-- Another reason to emphasize free choiceAnother reason to emphasize free choice It is ‘manipulative’
It is ‘manipulative’
-- Everything we do influences people’sEverything we do influences people’s motivation
motivation
Benefits of Motivational Strategies
Benefits of Motivational Strategies
Makes our job easier
Makes our job easier
More rewarding
More rewarding
More effective
More effective
Efficacy of Motivational Efficacy of Motivational Interviewing: RCTs Interviewing: RCTs Substance abuse Substance abuse-- Reduced drinking and reReduced drinking and re--injury (Gentilello et al., 1999)injury (Gentilello et al., 1999) -- Reduced use of cigarettes, alcohol and cannabis in youthReduced use of cigarettes, alcohol and cannabis in youth
(McCambrige & Strang, 2004) (McCambrige & Strang, 2004)
-- Lower frequency and problems (Marlatt et al., 1998)Lower frequency and problems (Marlatt et al., 1998) -- Fewer drinks and drinking days (Miller et al., 1993)Fewer drinks and drinking days (Miller et al., 1993) -- Less risky drivingLess risky driving(Monti et al., 1999)(Monti et al., 1999)
Smoking cessation Smoking cessation
-- Percent abstinent past 24 hoursPercent abstinent past 24 hours(Butler et al., 1999)(Butler et al., 1999)
Efficacy of Motivational Efficacy of Motivational Interviewing: RCTs Interviewing: RCTs
HIV risk reduction HIV risk reduction
-- Increased condom useIncreased condom use(Belcher et al., 1998)(Belcher et al., 1998) Diet and exercise
Diet and exercise
-- Increased physical activityIncreased physical activity(Harlan, 1999)(Harlan, 1999) -- Better treatment adherenceBetter treatment adherence(Smith, 1997)(Smith, 1997) Public health
Public health
Efficacy of Motivational Interviewing: Efficacy of Motivational Interviewing: Alamo et al. (2002)
Alamo et al. (2002)
Random assignment of 20 general
Random assignment of 20 general
practitioners to:
practitioners to:
-- Usual practice
Usual practice
-- Training in patient
Training in patient--centered
centered
practice
practice
Efficacy of Motivational Interviewing: Efficacy of Motivational Interviewing: Alamo et al. (2002)
Alamo et al. (2002)
Patient-centered practice included:
Listen to patient w/o interrupting at the beginning of the encounter
Ask patients his/her thoughts about the condition Show support/be empathic
Allow and encourage the patient to ask questions Try to reach agreements about the nature of the problem Try to find a common ground about the management plan Name the process (“a kind of muscular pain”,
“fibromyalgia”) and avoid sentences like “there is nothing wrong with you”
Efficacy of Motivational Interviewing: Efficacy of Motivational Interviewing: Alamo et al. (2002)
Alamo et al. (2002)
Patients with chronic pain who saw the Patients with chronic pain who saw the
patient
patient--centered physicians reported highercentered physicians reported higher scores on questions about:
scores on questions about:
Willingness of the doctor to discuss the Willingness of the doctor to discuss the
problem. problem.
Clarity of explanation of the problem. Clarity of explanation of the problem. The physician’s willingness to take the The physician’s willingness to take the patient’s suggestions into account. patient’s suggestions into account.
Efficacy of Motivational Interviewing: Efficacy of Motivational Interviewing: Alamo et al. (2002)
Alamo et al. (2002) At one year follow
At one year follow--up, patients who sawup, patients who saw the patient
the patient--centered physicians reportedcentered physicians reported greater
greaterdecreases indecreases in:: Number of tender points Number of tender points Anxiety Anxiety Pain intensity Pain intensity
Motivational Interviewing:
Motivational Interviewing:
Conclusions
Conclusions
Motivation is necessary for successful pain self-management
We cannot make patients change behavior, but can help motivate patients in the direction of positive changes
MI strategies can in incorporated into all pain (and rehabilitation) interventions to increase the probability of engagement in treatment and adherence to treatment recommendations
When to use these treatments: