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Explores the principles of Motivational Interviewing as a means of assisting an injured worker back to work.
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Michael Sainsbury
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“I’m in too much pain to work – I don’t think I could ever go back!”
“I’m in too much pain to work – I don’t think I could ever go back!”
“There’s no point searching for a job – no one’s going to employ me!”
“There’s no point searching for a job – no one’s going to employ me!”
“I’m too scared to do anything – because I might reinjure myself!” “I’m too scared to do anything – because I might reinjure myself!”
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“After all, when you seek advice from someone, it’s certainly not because you want them to give it. You just want them to be there while you talk to yourself.”
“People are more likely to be persuaded by the reasons they have themselves discovered, than by those that come into the minds of others.”
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It’s not that the individual is ‘unmotivated’!
What drives the individual?
What is it that motivates their behaviour?
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Willingness to change
Ability to change
Readiness for change
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Explore the individual’s feelings of ambivalence to understand their motivations For what is the injured worker motivated?
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Ambivalence
“I want to, but I don’t want to” dilemma
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Motivational Interviewing
A worker-centred, directive method for enhancing intrinsic motivation to change by exploring & resolving ambivalence
A soft way of asking workers to take a hard look at themselves
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Develop Discrepancy
Express Empathy
Avoid Arguing
Roll with Resistance
Support Self-Efficacy
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Develop Discrepancy
Motivation for change can occur when the worker recognises the discrepancy between where they’re at & where they want to be in their life
Explore ‘looking back’ & ‘looking forward’
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Express Empathy
Reflective listening to understand & accept
the worker’s perspective-without judging, criticising or blaming
When the worker feels understood-more able to open up & share their experiences
Acceptance & respect facilitates a positive
working relationship
- builds self-esteem for promoting change
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Low Empathy
Low Control
High Empathy
High Control
Low Empathy
High Control
HIGH EMPATHY
LOW CONTROL
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Avoid Arguments
Positive approach that avoids direct confrontation & arguing
Don’t push for change
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Roll with Resistance
Avoid challenging the worker’s resistance to change-‘roll with it’ or it may lead to strongly defending their current position
Use the worker’s ‘momentum’ to further explore their views
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Support Self-Efficacy
Individual’s belief in their ability to succeed Worker’s belief that change is possible is an important motivator
Highlight changes the worker has previously made in their lives to develop a belief that change is possible
Enhance the worker’s confidence in their capacity to cope with obstacles & succeed in change
Stages of Change
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