Motivational interviewing

(from the chapter) This chapter begins with the context in which motivational interviewing was developed: the often conflict-ridden encounters in alcohol counselling in which poor motivation, denial and resistance were viewed as ingrained qualities of clients themselves. A psychologist (William R. Miller) developed the hypothesis that the way the clients were spoken to could either enhance or minimize motivation to change. The method that emerged provided counsellors with the skills to reduce resistance and explore the uncertainty about change (ambivalence) so common among problem drinkers. It is guided by the notion that motivation to change should not be imposed from without, in the form of counsellor arguments for change, but elicited from within the client. This chapter outlines the practice of motivational interviewing, starting with three central concepts—readiness, ambivalence, and resistance. It then turns to the principles and three core skill areas—empathetic listening, eliciting self-motivating statements and responding to resistance. The chapter concludes with a brief review of research evidence and a discussion of the opportunities and limitations of motivational interviewing. (PsycINFO Database Record (c) 2010 APA, all rights reserved) (chapter)