Personal trainers often search for different approaches to inspire their patients, although often that can be a task. Motivational interviewing might offer a breakthrough.
Motivational interviewing (MI) is described as “a theory of therapy and a collection of techniques to help people improve their own internal motivation to change” (Brehm, 2104). MI is especially valuable for documenting and supporting ambivalent clients who might feel “lost” or unclear why improvement is desirable (ACE, 2014). That is, clients in the early stages of transition react well to MI as part of the training phase. MI becomes redundant if a customer already adopts and successfully invests in transition.
Fitness practitioners who build a reasonable degree of ease and expertise with MI are more likely than those who don’t.
Why’s Motivational Interview Important?
MI’s significance has long been recorded. What behavioral modification studies and therapeutic arenas have found is that MI is a successful method not just to promote cessation of a detrimental behaviour, but to develop fresh and healthy behaviours.
Adopting MI as a relational style helps experts to discuss more thoroughly whether someone is involved in progress and what perceived obstacles, concerns, or assumptions a person can have.
Miller and Rollnick (2013 ) define what they term “MI spirit,” which includes:
Compassion for you
The first function, teamwork, emphasizes the client-centered essence of behavior improvement and coaching. Acceptance refers to how the mentor sees and appreciates the client — with reverence, concern, and optimistic thinking. The compassion aspect represents the concept of doing the client’s best interest.
The final trait, evocation, is the technique of conversing with the consumer so that he or she realizes specific desires rather than merely informing a consumer “there’s what you need to do.” Again, MI mentors a customer towards progress by partnering rather than guiding. We are a collaborator and friendly guidance on the person transition journeys of our clients (ACE, 2013; ACE, 2014, Miller & Rollnick, 2013).
How to execute MI — Core skills
Although four main features describe MI as a communication style, there are also four ability areas that make up a successful MI session. Miller & Rollnick (2013 ) explains mutual abilities utilizing OARS. The OARS term is open-ended inquiry, confirmation, reflective listening, and description.
O — Open-ended questions
Open-ended queries need thorough consumer answers. The inverse with “yes” or “no” issues. Contrast the following example dialogues.
Coach: Is your target weight-loss?
Coach: Explain why you believe weight loss is necessary.
Client: My doctor says I would lose weight to reduce my chance of contracting chronic diseases. Both my parents had heart and type 2 diabetes. I still have young daughters, all interested in sports. I want them to train, keep up and set a clear example! I used to be really competitive in sports myself — and I enjoyed it and missed it, but maturity “goes in the way” and throws me off track.
By answering the yes / no question, the coach knew no other than the consumer would lose weight. Contrary to the open-ended query, the coach heard a little about family background, that the client is partly driven by social influences (their background as a doctor and family) and needs to be involved with and with their baby.
The coach even heard some information about the behaviour experience of the team. This is all useful knowledge the instructor will use to direct and facilitate the improvements that the person actually wants to make to meet the weight reduction surface target.
A — An acknowledgment
This expertise includes making affirming phrases that illustrate efforts and abilities of a customer. This is essential to a client’s self-efficacy. Affirmation also helps push internal motivation growth.
R — Reflective listening
Being a reflective listener needs a client ‘s willingness to think more about his or her thoughts or anything the client has discussed with you. In other terms, the coach brings to what he or she learned while listening to the client explain X or Y. This helps the instructor or mentor to explain or seek a better explanation.
S — Summarization
Summarizing is as it sounds; putting together dialogue points and synthesizing common knowledge. This ability is enormously important as it gives the customer an ability to resolve any potential ambivalence (ACE, 2014; Miller & Rollnick, 2013).
How MI Advance With Coaching Experience
MI’s four “summits” remain. Engage, emphasize, invoke and prepare (ACE, 2014). Notice that not every MI session can comprise all four phases or continue linearly. These four stages usually explain how client-coaching partnerships are established.
Phase 1: Interacting or establishing partnerships and initial measures to establish trust-based relationships with a customer.
Phase 2: Focusing / setting the coaching encounter agenda. This means knowing what the customer needs.
Stage 3: Evoking or discussing client incentives to improve.
Stage 4: Preparation or joint execution of an action strategy. This happens if the customer wishes to adjust.
Motivational interview benefits
MI was researched and used for 40 years (ACE, 2014). The performance is well-documented and confirmed in several research fields.
MI is successful in promoting and inspiring progress beyond what a person has achieved alone. It is also a proven exploratory technique that gives a clearer perspective into possible obstacles or causes for the ambivalence of a customer (ACE, 2013; ACE, 2014).
Clinical testing further validates MI’s usefulness as a transformation instrument. Overall, health-care study findings represent that MI gives useful resources to health-care professionals to support their patients make positive improvements (Johnston & Stevens, 2013). Other studies explored patient experience. For example, after engaging in motivating interviewing sessions, one post-stroke participant study reported better life outlooks and higher survival rates (Archer, 2011).
Motivational Task Critique
No ideal structure or style, and MI is no exception. Like several other ideas, MI has its limits.
MI is a long, time-consuming operation. MI is also a multi-phase method with a particular nuance, which essentially implies the practitioner requires dedication and diligence to study and practice.
There are feasibility concerns irrelevant to the exercise business, yet also worth mentioning, since MI relates to younger populations — specifically drug dependence and misuse.
Amid the objections, clear research in certain aspects of human experience shows that the MI is more successful than not, but the success of the method relies on skilled development — at least — of a basic expertise in the implementation of the strategy.
Since MI is considered a pillar in transforming coaching behavior, knowing all about it will help promote progress for your clients such that improvement becomes a meaningful and important aspect of their lives. See the links at this article’s end.
Using Positive Customer Interviewing?