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Building motivation for change as a platform for return to work

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Michael Sainsbury
Michael Sainsbury

Explores the principles of Motivational Interviewing as a means of assisting an injured worker back to work.

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Michael Sainsbury
Im in too much pain to work Im in too much pain to work IIdont think IIcould ever go dont think could ever go back! back! Theres no point searching for aa Theres no point searching for job job no ones going to employ me! no ones going to employ me! Im too scared to do anything Im too scared to do anything because IImight reinjure myself! because might reinjure myself! 2
Afterall, when you seek advice from someone, its 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. 3
Its not that the individual is unmotivated! What drives the individual? What is it that motivates their behaviour? 4
Willingness to change Ability to change Readiness for change 5
Ambivalence I want to, but I dont want to dilemma Explore the individuals feelings of ambivalence to understand their motivations For what is the injured worker motivated? 6
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 7
Develop Discrepancy Express Empathy Avoid Arguing Roll with Resistance Support Self-Efficacy 8
Develop Discrepancy Motivation for change can occur when the worker recognises the discrepancy between where theyre at & where they want to be in their life Explore looking back & looking forward 9
Express Empathy Reflective listening to understand & accept the workers 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 10
Low Empathy High Empathy Low Control High Control Low Empathy HIGH EMPATHY High Control LOW CONTROL 11
Avoid Arguments Positive approach that avoids direct confrontation & arguing Dont push for change 12
Roll with Resistance Avoid challenging the workers resistance to change -roll with it or it may lead to strongly defending their current position Use the workers momentum to further explore their views 13
Support Self-Efficacy Individuals belief in their ability to succeed Workers 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 workers confidence in their capacity to cope with obstacles & succeed in change 14
Stages of Change 15
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Building motivation for change as a platform for return to work

  • 2. Im in too much pain to work Im in too much pain to work IIdont think IIcould ever go dont think could ever go back! back! Theres no point searching for aa Theres no point searching for job job no ones going to employ me! no ones going to employ me! Im too scared to do anything Im too scared to do anything because IImight reinjure myself! because might reinjure myself! 2
  • 3. Afterall, when you seek advice from someone, its 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. 3
  • 4. Its not that the individual is unmotivated! What drives the individual? What is it that motivates their behaviour? 4
  • 5. Willingness to change Ability to change Readiness for change 5
  • 6. Ambivalence I want to, but I dont want to dilemma Explore the individuals feelings of ambivalence to understand their motivations For what is the injured worker motivated? 6
  • 7. 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 7
  • 8. Develop Discrepancy Express Empathy Avoid Arguing Roll with Resistance Support Self-Efficacy 8
  • 9. Develop Discrepancy Motivation for change can occur when the worker recognises the discrepancy between where theyre at & where they want to be in their life Explore looking back & looking forward 9
  • 10. Express Empathy Reflective listening to understand & accept the workers 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 10
  • 11. Low Empathy High Empathy Low Control High Control Low Empathy HIGH EMPATHY High Control LOW CONTROL 11
  • 12. Avoid Arguments Positive approach that avoids direct confrontation & arguing Dont push for change 12
  • 13. Roll with Resistance Avoid challenging the workers resistance to change -roll with it or it may lead to strongly defending their current position Use the workers momentum to further explore their views 13
  • 14. Support Self-Efficacy Individuals belief in their ability to succeed Workers 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 workers confidence in their capacity to cope with obstacles & succeed in change 14
  • 16. 16