Financial counselors and educators find themselves in a quandary. They offer their clients a wealth of information about how to overcome financial obstacles and achieve financial goals. However, clients often lack the motivation to act on this information. Good information is necessary but often insufficient to motivate action. Motivational Interviewing, or MI, provides a powerful set of tools any helping professional can use to motivate change. MI has been refined by 30 years of research resulting in over 200 published studies with a variety of populations. MI has been found effective wherever helping professionals need to motivate behavior change. Register for webinar, find supportive materials and join the webinar here: https://learn.extension.org/events/2638

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Motivational Interviewing

2. Connecting military family service providers
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3. Dr. David Christian
•Dr. Christian served as a professor, clinician and
researcher at University of Idaho for six years.
•He practices “know-do” principles with the 25
clients he sees each week.
•He provides training in these principles at
national and international professional
conferences, where audiences include financial
counselors, educators, physicians, nurses, social
workers, activists, psychologists, attorneys and
computer specialists.
•Dr. Christian has a broad background in
behavioral research and clinical psychology.
Today’s Presenters
3

4. Using Motivational Interviewing
to Facilitate Collaboration and Change
Webinar Presented To Military Families
Network
July 19, 2016
By David Christian, Ph.D.
4

5. Overview of Workshop
• How I came to MI
• History of MI
• Overview MI
• Apply it to your work. .
• MI is like learning a language.
– Today: Minimally Conversant
– Ongoing practice: Fluent.
5

6. St. George, Utah
How I Came to MI
6

7. Ambivalence
7

8. “I need your help…”
8

9. Why did that work?
•Put me in the lead.
•Reflected my values.
•Resolved my ambivalence.
•Used MY solution.
9

10. Motivation
and Behavior
Change
10

11. Extrinsic
Motivation
(limited)
11

12. University of Utah
Motivation is idiosyncratic.
Must tap into personal values
12

13. Professional And Scientific Psychology
1983: Utah State University
13

14. Motivation:
The Obesity Problem
Solution: Eat less, exercise more.
14

15. Know Do
The Know-Do Gap
15

16. Master’s thesis: Meta-Analysis
Best Treatments 16

17. Motivational Findings
from 85 Treatment Studies
•Autonomy/Choice
•Collaboration
•Modest Expectations
Performance
Expectation
17

18. Dissertation:
Cognitive Motivation Factors
Effective:
Self-Efficacy (believing you can)
Resolving Ambivalence
Self-Concept (your values)
Ineffective:
Knowledge
Thoughts
18

19. 1983: Bill Miller puts it all together.
Motivational Interviewing 19

20. MI: a relationship that:
• Resolves ambivalence
• Promotes intrinsic motivation
• Promotes Self-efficacy
• Offers Autonomy/Choice
• Uses Collaboration
• Employs Modest Expectations
20

21. U. Of MS Medical Center/VA
21

22. University of Idaho
22

23. Changing Professional Roles
In the Information Age
• Information is abundant.
• Less reverence for authority.
• Greater value of autonomy.
• Professionals partner for change.
23

24. Private Practice Training, Consultation
Career Shift
24

25. PsychologistsPhysicians/Nurses
Info Technicians
Business
Finance
Lobbyists/Activists
Educators Agencies
25

26. Financial Example
of the Know-Do Gap: Utah
26

27. 82nd
Percentile
in Educational Attainment:
Educational Attainment by State". U.S. Census Bureau. 2011. 27

28. Lots of Financial Advice
28

29. #5 for Bankruptcy
#1 for Affinity Fraud
Donovan Baltich, June 16, 2014. The Digital Universe
29

30. Motivation And Stages Of Change In Financial Counseling: An Application Of A
Transtheoretical Model From Counseling Psychology, Barbara C. Kerkmann,
©1998, Association for Financial Counseling and Planning Education.
Family finance texts and literature seem to agree on what
constitutes good financial management practices. Record
keeping, using a written spending plan or budget,
comparing records to a spending plan, and estimating net
worth and its changes over time, are widely taught as well
as studied…
While many authors appear to agree on the advisability of
such money management practices, research indicates that
comparatively few people actually follow them. There
appears to be little consensus about what motivates
individuals to put financial management advice to use; or
how to move seemingly unmotivated or resistant clients to
make necessary changes in their financial management
habits.
30

31. How can MI help YOU?
•Most common motivational
problems?
•What else?
31

32. Ask Questions
How does this apply to my
situation, problem, client, etc. ?
32

33. Defining MI
“MI is a collaborative conversation style for
strengthening a person’s own motivation and
commitment to change.” MI 3rd
Ed.
Talking about change in a way that fosters it.
33

34. Name Your Favorite Teacher
What did you like about them?
34

35. Continuum of Counseling Styles
Professional training leans toward directing.
Directing
(Napoleon)
Guiding
(Hillery/Norgay)
Following
(Holmes/Watson)
35

36. Our training promotes
the “righting reflex.”
• Fixing
• Correcting.
• Advising
• Directing
• Educating
36

37. Demonstration:
What change are you struggling with
(ambivalent about)?
Examples:
•Eating Healthy
•More Exercise
•Volunteer work
•Reducing TV time
•Procrastination
•Being kinder
•Etc.
37

38. I’ll help you!
1. You: Tell me what you would like to do.
2. Me: I will help motivate you.
1. Traditional approach
2. MI
38

39. Common
Helping
Methods
Thomas Gordon
1. Ordering, Directing
2. Warning, Threatening
3. Moralizing, Preaching
4. Advising, Giving Solutions
5. Persuading with Logic, Arguing
6. Judging, Criticizing, Blaming
7. Praising, Agreeing
8. Name-calling, Ridiculing
9. Analyzing, Diagnosing
10. Reassuring, Sympathizing
11. Questioning, Probing
12. Diverting, Sarcasm, Withdrawal39

40. What Happened?
• The righting reflex
• Change talk and sustain talk
• Discord (resistance)
• Arguing for change invites…
40

41. Lesson from
a Goat:
What works
may be
counterintuitive.
41

42. Let’s try MI
1.Why would you want to make this change?
2.How might you go about it in order to succeed?
3.What are the three best reasons for you to do it?
4.How important is it for you to make this change and
why?
5.So, what do you think you will do?
42

43. 4. Evoke Change Talk:
DARN CAT
Desire
Ability
Reasons
Need
Commitment
Action Taken
Take Steps
3. Core Skills: OARS
Open-ended questions
Affirmations
Reflective Listening
Summaries
MI Overview
2. Four Processes
Engage: Establish partnership.
Focus: Clarify their agenda.
Evoke: Elicit reasons for change.
Plan: Commit to a plan of action.
1. Spirit of MI
Partnership of Equals
Acceptance: empathy, autonomy
Compassion: Caring for them
Evocation: Use their wisdom
43

44. MI History
• 1983 Bill Miller finds the “Collaboration Code.”
• Research: 1200 studies and meta-analyses.
• Breadth: Application across professions, client types,
settings.
44

45. The Stages of Change and MI
Changing for Good, by Prochaska, Norcross, DiClemente
80 % of clients
entering
counseling are
in Stages 1-3.
45

46. The Spirit of MI: PACE
Partnership
Acceptance
Compassion
Evocation
46

47. The Four Processes
• Engage: Establish a working relationship.
• Focus: Clarify their agenda.
• Evoke: Elicit their reasons for change.
• Plan: Develop and commit to a plan of action.
Engage
Plan
Evoke
Focus
47

48. To Engage, Use
the Core Skills: OARS
• Open-Ended Questions
• Affirmations
• Reflectively Listen
• Summarize
48

49. Open Doors
with Open Questions
Closed: Are you ready to start?
Open: How would you rate your
readiness to start (from 0-10)?
(Ruler Method)
49

50. 50
Open Questions: Try the 6 W’s

51. Affirm Them.
Spotlight their:
– Abilities
– Strengths
– Efforts
– Values
– Intentions
Recognition
vs. Praise
51

52. Reflectively
Listen
Reflect their thoughts and feelings.
Also reflect their resistance and objections.
52

53. Reflecting: Lessons from
Scoutmaster Bart
53

54. Reflect so that you move toward your goal.
54

55. Offer a
Summary
Bouquet
Periodically summarize:
• The problem as they see it
• Options they like and why.
• Agreements and follow-up plans.
55

56. Engaging
Foundation
Create working Partnership
Trusting, Respectful working relationship.
Agreed goals.
Mutually negotiated tasks.
Engage
Plan
Evoke
Focus
56

57. Traps that Prevent
Engagement
• Assessment: Problem focused.
• Expert: Assumes responsibility
• Premature Focus: Misses the bigger picture.
• Labeling: Stereotypes can blind us.
• Blaming: Triggers defensiveness
• Chatting: Misses the point
57

58. To Build
Engagement:
• Align with their goals.
• Connect with what’s important to them.
• Make a positive experience.
• Meet or exceed expectations.
• Build hope that this will help
58

59. Avoid the Dirty Dozen
1. Ordering, Directing
2. Warning, Threatening
3. Moralizing, Preaching
4. Advising, Giving Solutions
5. Persuading with Logic, Arguing
6. Judging, Criticizing, Blaming
7. Praising, Agreeing
8. Name-calling, Ridiculing
9. Analyzing, Diagnosing
10. Reassuring, Sympathizing
11. Questioning, Probing
12. Diverting, Sarcasm, Withdrawal 59

60. Engaging with OARS Skills
• Open Questions:
– focus and deepen
• Affirming:
– highlighting positive actions and
intentions.
– Reframing things in a positive light.
• Seeing the glass half full.
60

61. Reflective Listening Guidelines
• Makes a guess about what the
person means; a statement-tone
drops).
• Continue the paragraph to encourage
them- make a reasonable guess.
• Reflection stops dead horse beatings.
• Simple reflection shows the exposed
iceberg.
• Complex reflection adds meaning,
feeling or emphasis, showing the
submerged iceberg.
• Best to understate slightly.
• Keep it brief. 61

62. Summarize
• Reflections that pull together bigger pieces of
meaning.
• Build an affirmative story about them and their goals.
• Ask “what else?” to check for more of their story.
• Use a linking summary to connect the past and future.
• Use a transitional summary to segue to the next thing.
• Good summaries help clients see their forest for their
trees. 62

63. Practice OARS
Counselor- Practice OARS
Client- Real play personal change problem or a
client problem.
Observer- Score Frequencies of OARS
Open Questions: ///
Affirmations: //
Reflections: //
Summaries: //////
Counselor
Observer Client
63

64. Process It
• Counselor’s Experience
• Client’s Experience
• Observer’s Comments:
– What worked
– One suggestion
Counselor
Observer Client
64

65. Engaging:
Explore
Values and
Goals
• Consider where they are on Maslow’s Hierarchy
(don’t get ahead)
• Knowing their broader values is KEY to
motivation.
• Discuss the gap between their values and actions.
65

66. Engage with
Open-Ended Values Interview
1.What do you care most about in life?
2.What matters most to you?
3.What rules do you live by?
4.How would you like things to be in 5 years?
66

67. Focus:
Find and Maintain Direction
Engage
Plan
Evoke
Focus
67

68. • Most change starts with ambivalence
– (torn between two incompatible options)
• Change talk:
– Self-expressed language that argues for change.
68

69. Focus Arises From:
•Your Client
•Your setting
•Your expertise
–Required to ignite action.
69

70. Three Possibilities
If:
•Focus is clear- move to planning
•Several options are open- evaluate
•No idea where to start- explore
70

71. Helping
Parents
To Focus: Try Agenda Mapping
• List their options.
• Anything more?
• Offer your options with permission.
• Incidental topics “by the way…
• Zoom in on, circle priorities.
Avoid
Bankruptcy
College
Savings
Medical
Expenses
Refinance
Mortgage
Retirement
Life
Insurance
71

72. Exchanging
Information:
Avoid Traps
• The Expert- dispensing info
• The investigator- collecting info
• The Helper- filling in info
• The Fear Monger- scaring with info
• The Mom/Dad- parenting with info
72

73. Providing Info:
Elicit their needs, prior knowledge, interests:
Ask permission to explore and share
Explore what they know
Ask about their interest
Provide information:
Prioritizing what they want or need most
Clearly, in manageable doses
Supporting their autonomy
Elicit their response to the information you provided:
Is it clear, helpful, their reaction.
73

74. Sharing Assessment Feedback
• Precede any assessment with engagement.
• Ask about their interpretations and concerns.
74

75. Evoking
Evoke Change Talk
(Their Reasons for Change)
Engage
Plan
Evoke
Focus
75

76. Respond to the wind:
Change Talk vs. Sustain Talk
Change Talk: movement toward change.
Sustain Talk: sustaining the status quo.
76

77. Evoke their Motivation
• People commit to what they hear themselves saying.
• Public statements and commitments build motivation.
• Do what triggers more change talk and less sustain talk.
77

78. Evoke Change Talk
•Change talk predicts change.
•Most change starts with ambivalence
•Change talk: Self-expressed language that
argues for change.
TChange Talk
78

79. Preparatory Change Talk (DARN)
Desire- wanting something
Ability- feeling able to do it
Reasons- the “why” of acting
Need- sense of urgency
79

80. Lobbying Rob Bishop:
Mistake:
Talking about facts and our agenda.
80

81. • Carbon sequestration
• Corridors for
renewable power
transmission
• Economic growth
and sustainability
Asking about Rob’s desires:
81

82. Mobilizing Change Talk
Signals movement resolving ambivalence:
Commitment- intention to act
Activation- willing, ready, prepared to act.
Taking Steps- action is underway.
TChange Talk
82

83. Ask Evocative Questions
Start with DARN, then CAT
For Need, try the importance ruler (0-10)
Why did you not rate it lower?
What would it take to move you higher?
83

84. Query Extremes
• What concerns you the most about ___?
• What is the worst case scenario if___?
• How good might it be if you fully succeed ___?
84

85. Look Back
and Forward
Look Back
What was different when things were better?
How have things changed since ___?
Look Forward
How might things be in 1, 5, 10 years if you do/not
succeed?
How would you like your future to be?
85

86. Explore Their Broader
Goals and Values
• What’s most important in your life?
• What do you want to be doing?
• What kind of person do you want to be?
– SELF WISH
• Social
• Education
• Leisure
• Family
• Work
• Intimacy
• Spiritual
• Health
86

87. Responding to
Sustain Talk
• It’s a normal side of ambivalence
• Resist it and it will persist
• Don’t go fishing for it- you’ll get more.
• Try Amplified Reflection- turn up the volume on their statement.
• Try Double-Sided reflection: “On the one hand (sustain talk) and
on the other hand (change talk).”
• Emphasize autonomy “No one can make you do it.”
• Reframe- offering a more positive meaning/perspective.
• Agree with a Twist: add a reframe that moves toward change.
• Running Head Start: Acknowledge advantages of status quo, then
ask for change talk.
• Come Alongside: Join sustain talk and one up it “… maybe you
shouldn’t change.”
87

88. Evoke Confidence
Confidence is the A in DARN
Try the Confidence Ruler
Why are you not at 0?
What would it take to go higher?
How might I help with that?
88

89. Evoke Hope
(A thing with feathers)
•Offer advice if they are open.
•Affirm strengths and skills they exhibit.
•Review past successes.
•Brainstorm.
•Reframe negatives.
•Imagine you succeed and look back. What
would you see?
•Role Switch: I’ll be you. You consult with me.
•Respond to confidence talk with OARS.
89

90. Planning
Create a Bridge to Action
90

91. Planning Creates a Bridge to Action
Planning reduces dissonance by paving a way for action.
Readiness is signaled by:
Taking small steps
Less sustain talk
Resolve
Envisioning
Change questions.
Overview their change talk, then ask:
“What do you think you will do?” 91

92. Develop a
Change Plan
If there’s a clear plan: Call the CATs:
– Elicit Mobilizing Change Talk
– Troubleshoot- what might go wrong?
– How will they cope?
Create a goal attainment scale:
from -3 (much worse) to +3 (excellent).
92

93. When There are Several Options
Confirm the goal
Itemize the Options
Elicit their hunches about Plan A, B, C
Pick the one they like best
Troubleshoot
93

94. Creating Plans from Scratch
Brainstorm possible options.
Generate multiple options
Suspend judgment.
Evaluate their pros/cons
Select the best.
94

95. Support Change
Avoid all or nothing goals.
Black and white (AVE)
Set up success on a continuum.
Flexibly revisit the four processes
Remind, Refocus, Reengage
SuccessFailure
Success
95

96. Experience
of MI
Are you dancing or wrestling?
Check engagement, focus, evoking, planning.
Is it collaborative?
MI can be done quickly.
96

97. Be a Duck
Calm on the surface but… paddling fast
underneath.
Hold the past, present and future together.
97

98. You Don’t Have to Go in Order!
Use what works for you.
98

99. MI is a language of change
and collaboration.
Aware: You’re there!
Conversant: Hours-days.
Fluent: Years.
99

100. Mastering MI
• Books: Motivational
Interviewing.
• Web: “MINT” (MI Training)
• Professional coaching.
• Buddy system for feedback.
• Taping sessions.
• Your clients!
100

101. 4. Evoke Change Talk:
DARN CAT
Desire
Ability
Reasons
Need
Commitment
Action Taken
Take Steps
3. Core Skills: OARS
Open-ended questions
Affirmations
Reflective Listening
Summaries
MI Overview
2. Four Processes
Engage: Establish partnership.
Focus: Clarify their agenda.
Evoke: Elicit reasons for change.
Plan: Commit to a plan of action.
1. Spirit of MI
Partnership of Equals
Acceptance: empathy, autonomy
Compassion: Caring for them
Evocation: Use their wisdom
101

102. David Christian
MyDocDave.com
dchristian999@gmail.com
102

103. What is one significant thing
you learned today?
103

104. Connect with MFLN Personal Finance Online!
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MFLN Personal Finance @MFLNPF
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105. MFLN Intro
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106. Evaluation and
Continuing Education Credits/Certificate
MFLN Personal Finance is offering 1.5 CEUs for
AFC-accredited participants and 1.5 for CPFC-
accredited participants for today’s webinar.
Please complete the evaluation and post test at:
[URL]
Must pass post-test with an 80% or higher to
receive certificate. 106

107. Personal Finance Upcoming
Event
Personal Finance Professional Ethics &
Standards of Practices – A Professional
Dialogue
• Date: Tuesday, August 2
• Time: 11 a.m. Eastern
• Location: learn.extension.org/events/2581
For more information on MFLN Personal Finance go to:
blogs.extension.org/militaryfamilies/category/personal-
finance/
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108. www.extension.org/62581
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