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

1. Michael Sainsbury

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