Upload
freddie-townley
View
228
Download
1
Embed Size (px)
Citation preview
CHRIS WAGNER, PH.D.LICENSED CLINICAL PSYCHOLOGIST
VIRGINIA COMMONWEALTH UNIVERSITY
Motivational Interviewing
and Positive Psychology
Motivational Interviewing
Empathic, goal-oriented approach that promotes change by resolving ambivalence
Draws from wide range of sourcesEssentially pragmatic rather than theoreticalBoth relational and technical components are
integralRelational components have emphasized
positive elements; technical components mixed emphasis
No well-defined model of motivation
Motivation as Inspiration (Relational)
Rogerian basis: people are motivated toward growth/wellness
Rogerian conditions of empathy and unconditional acceptance facilitate positive growth/change
Supporting client autonomy facilitates positive change
Enhancing confidence promotes positive change
Status Quo or
Negative Change
Positive Change
Ambivalence
Desire to Stay Same
Negative Emotions
Lack of Vision, Hope,
Confidence
Disorganized
Other Priorities
Interest in Changing
Positive emotions
Vision/Confidence/Hope about Changing
Focused
Readiness to Change
Ambivalence
Motivation as Discontent (Technical)
Cognitive Dissonance (Festinger) – Dissonant cognitions produce tension. People are motivated to reduce dissonance between
contradictory beliefs.Values Clarification (Rokeach) – Discrepancy between
values and behavior produces tension of lowered self-regard. People are motivated to reduce tension from discrepancies
between how they think they should act/be and how they actually do act.
Decisional Balance (Janis and Mann) – Ambivalence produces decisional conflict; apprehension, desires to escape, self-blame People are motivated to resolve conflict by escaping,
impulsive decision-making or careful consideration of pros and cons of options
Desire to Stay Same
Negative Emotions
Lack of Vision, Hope,
Confidence
Disorganization
Other Priorities
Interest in Changing
Positive emotions
Vision
Confidence/Hope about Changing
Readiness to Change
AmbivalenceDeveloping Discrepancy• How do problem behaviors fit with your values? Identity?
Desire to Stay Same
Negative Emotions
Lack of Vision, Hope,
Confidence
Disorganization
Other Priorities
Interest in Changing
Positive emotions
Vision
Confidence/Hope about Changing
Readiness to Change
AmbivalenceDeveloping Discrepancy• How do problem behaviors fit with your values? Goals?
Negative Reinforcement• Motivating person by increasing tension that person wants to escape or avoid by reducing discrepancy
Classic Emotions Theory
Negative emotions (anger, fear, sadness, disgust) Increase tension Narrow cognitive focus Serve to protect people from present or near danger Prime for action (action tendencies, “fight or flight”)
Anger – Attack Fear – Escape Sadness – Wall off Disgust - Expel
Frederickson’s Positive Emotions Theory (Broaden and Build model)
Positive emotions (joy, curiosity, contentment) Reduce tension Broaden cognitive focus Help people build resources for future threats Prime for development (thought-action tendencies)
Joy – play – builds physical, socioemotional, intellectual skills
Curiosity – explore – increases knowledge and pscyhological complexity
Contentment – relax – builds resilience, appreciation, interpersonal bonds
Elevation – seek – increases inspiration, creativity, development
Frederickson’s Positive Emotions Theory (Broaden and Build model)
Finding positive meaning in adversity predicts greater well-being, better health
Upward spirals Positive perspective/meaning fosters positive
emotions Positive emotions increase finding positive meaning
through broadening perception Upward spiral produces greater resilience and
positivity
Desire to Stay Same
Negative Emotions
Lack of Vision, Hope,
Confidence
Disorganization
Other Priorities
Interest in Changing
Positive emotions
Vision
Confidence/Hope about Changing
Readiness to Change
AmbivalenceNegative Discrepancy• How do problem behaviors fit with your values? Identity?
Negative Reinforcement• Motivating person by increasing tension that person wants to escape or avoid by reducing discrepancy
Positive Discrepancy• What is your vision of how you’d like your life to be?
Desire to Stay Same
Negative Emotions
Lack of Vision, Hope,
Confidence
Disorganization
Other Priorities
Interest in Changing
Positive emotions
Vision
Confidence/Hope about Changing
Readiness to Change
AmbivalenceNegative Discrepancy• How do problem behaviors fit with your values? Identity?
Negative Reinforcement• Motivating person by increasing tension that person wants to escape or avoid by reducing discrepancy
Positive Discrepancy• What is your vision of how you’d like your life to be?
Positive Reinforcement• Motivating person by increasing desire to move toward more fulfilling future
Negative vs. Positive Motivation
Need to change(Motivation as
Discontent)
Want to change(Motivation as
Inspiration)
Negative reinforcement (seek to escape tension,
negative state)
Positive reinforcement (seek to gain reward,
positive state)
Shame, guilt, fear, anger toward self, frustration
Interest, curiosity, hope, joy, excitement,
peacefulness
Negative vs. Positive Focus in MI
Looking forward • Where are your current actions leading you? How will things be in five years if you keep doing this?
Envisioning• How would you like things to be in five years? How can you get there?
Values – Negative• In what ways are you not living in line with your values?
Values – Positive•How can you live even more in line with your values?
Decisional balance• What are some of the downsides of how things are?
Decisional balance• What could be better if you made some changes’?
Positive Emotions and MI
Positive focus in MI Soothes client defensiveness Makes conversation a rewarding event Broadens cognitive focus to consider previously
overlooked or rejected perspectives, options, attitudes, identities
Cognitive flexibility helps resolve ambivalence and increases openness to engage in actions leading to health change
Can increase confidence, sense of accomplishment, self-esteem and mood
These serve as increased resources to draw upon in service of change
MI Groups (Wagner & Ingersoll, in press)
Four Phases Engaging the Group Exploring Members’ Perspectives Broadening Members’ Perspectives Moving Into Action
Focus on the Positives Negative focus (dissatisfactions) riskier in group than
individual – breeds conflict, harder to turn ship around Positive focus increases sharing, support, altruism,
creativity, confidence, connects members to wisdom and resources of the larger group and enhances group energy for change
Protecting factor for times of group stress or crisis
(8) Broadening Perspectives – Looking Forward/ Envisioning
Share a vision for how things might be different in the future. How they may desire things to be if they could choose. Link together on content, motivation to change,
specific visions. Identify a few personal strengths; explore and link How might those strengths help moving forward?