1 What are the potential ethical itches Is MI always helpful and appropriate in a leadership context When should leaders not do MI 02112018 Maybe the MITI can help us Relational components ID: 760853
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Slide1
MILO and ethics
02/11/2018
1
Slide2What are the potential ethical itches?
Is MI always helpful and appropriate in a leadership context?When should leaders not do MI?
02/11/2018
Slide3Maybe the MITI can help us?Relational components Empathy CollaborationTechnical components Strengthening change talk Softening sustain talk
What do we mean when we say MI?
02/11/2018
Slide4What behaviours are we ethically ok to influence?
Not ok very ok
Ethical considerations are very often (always?) present when doing MI
02/11/2018
Slide5Who´s benefits from change?The leader, the employee or both?
In a leadership context...The question to ask might be?
02/11/2018
Slide6A helpfull leadership skill?
Affirmations
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Slide7Affirmations that shows that the leader sees and pays attention to the employees:strengthscompetencies abilities qualitiesefforts
AFFIRMATIONS
02/11/2018
Slide8MANDELA
02/11/2018
Slide9What do we hope to accomplish with affirmations?We aim at making the other person feelValuedAcceptedAnd we hope that affirmations will help build a sense ofSelf worthSelf efficacy
AFFIRMATIONS
02/11/2018
Slide10What do we hope to accomplish with affirmations?We aim at making the other person feelValuedAcceptedAnd we hope that affirmations will help build a sense ofSelf worthSelf efficacy
AFFIRMATIONS
02/11/2018
Slide11What do we hope to accomplish with affirmations?We aim at making the other person feelValuedAcceptedAnd we hope that affirmations will help build a sense ofSelf worthSelf efficacy
AFFIRMATIONS
02/11/2018
Slide12What do we hope to accomplish with affirmations?We aim at making the other person feelValuedAcceptedAnd we hope that affirmations will help build a sense ofSelf worthSelf efficacy
AFFIRMATIONS
02/11/2018
Slide13Think of an employee that you appreciates and think does a god job. Write down to things that you could affirm and try to be specific.
AFFIRMATIONS
02/11/2018
Slide14Think of an employee that you appreciates and think does a god job. Write down to things that you could affirm and try to be specific.
AFFIRMATIONS
02/11/2018
Slide15Think of an employee that you don´t really think pulls her/his weight and that you sometimes find it dificult communicating with.Write down to things that you could affirm and try to be specific.
AFFIRMATIONS
02/11/2018
Slide16Think of an employee that you don´t really think pulls her/his weight and that you sometimes find it dificult communicating with.Write down to things that you could affirm and try to be specific.
AFFIRMATIONS
02/11/2018
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Slide18EMPLOYEE STATEMENTS
Self Exploration
02/11/2018
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Slide1902/11/2018
Slide20Slide21Speaker: Share a challenging situation or something that is challenging you in your own life – personal or workListener: Explore the personally relevant material categories using Questions and Reflections
Partner
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Slide23de Almeida Neto, A. C. (2017 in press). Understanding motivational interviewing: An evolutionary perspective. Evolutionary Psychological Science.An Australian psychologistBegan his career working as an MI counselor in smoking cessation
“An explanation as to why and how
MI influences behavior may lie in our evolutionary past”
02/11/2018
Slide24Very old, highly sophisticated behavior patterns that evolved to solve recurring survival problems in social groupsReadily observable in many speciesEmerges early in life (think 2-year-olds)Encoded in vocalizations / language
Social Dominance
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Slide251. Fight 2. Flight3. Freeze
Three typical responses to challenge
02/11/2018
Slide26Reactance: Some individuals are highly sensitive to any challenge to social dominance and routinely counter-attackResistance to pressure for change can be extreme
Individual Responses
02/11/2018
Slide27A “well-established inherent tendency to act contrary to recommendations from others . . even where they agree.”When a person feels pressure from another, it is a challenge to position in a social hierarchy.Compliance signals lower status; having the option not to adhere signals social dominance. Reactance is “an adaptive system operating as it was designed to.” (all quotes from Neto, in press)
Psychological Reactance
02/11/2018
Slide28Detached from specific contexts to become active in any situation in which humans sense they are in a position of power” Dominance challenge is instinctive, often triggered “outside conscious awareness”We are keenly and efficiently attuned to “detect dominance-related cues” with minimal cognitive processingReactance is limbic, involving “instinctual subcortical processes that ruled behavior prior to cortical evolution”
A largely unconscious process
02/11/2018
Slide29Fight Flight Freeze
None of the classis responses to challenge is conducive to long term behavior change
02/11/2018
Slide30MI is different. It leads by not asking the individual to yield, but by asking the practitioner to lead through yielding – the intentional taking of a lower place.Practitioners of MI do not try to stop people from fighting, fleeing, or yielding – we try to ask to join them where they are in the journey.
So what does this have to do with MI – in a leadership context
02/11/2018
Slide31MI is “Adaptively Significant”
Signals to the person that he/she is social-hierarchically, physically, and
PSYCHOLOGICALLY
safe.
Quiets limbic arousal: “prevents the individual from responding to interventionist-client interactions with excessive activation of evolved defense mechanisms that hinder behavior change.
Allows clients to “make rational autonomous decision in a supportive and caring environment”
Slide32Why MI Spirit (Attitude) Matters
The key is to avoid triggering or exacerbating a social challenge scenario.
Carl Rogers emphasized “attitude,” not technique as vital in client-centered counseling.
If providers were consciously using MI techniques to manipulate, clients are very likely to sense it at least unconsciously.
A mindset that accepts autonomy:
We
cannot
make people change.
Slide33Psychological Safety in the workplace is about the leader setting the environment
“
The most effective leader is one who can create the conditions by which he will actually lose the leadership”. (p. 334)
The resemblance is striking between this principle and the belief of the client centered counselor……that the more willing he is for the client to assume responsibility and direction for his own life, the more rewarding the release of the strengths and capacities which exist within the client.
Thomas Gordon, Client-centered therapy (Carl Rogers, 1951).
“The group leader who sees his
chief function
as
providing the conditions whereby the members arrive at decisions themselves
is carrying out a role that is quite different from that of a leader who spends his energies devising the most effective ways of communicating his decisions to the group and who usually must keep motivating the group to carry out those decisions”. (p. 382)
Thomas Gordon, Client-centered therapy (Carl Rogers, 1951).
“The essential task of management is to
arrange organizational conditions and methods of operation so that people can achieve their own goals
best by directing their own efforts toward organizational objectives” (p. 15).
Douglas McGregor (1966), Leadership and Motivation.
Slide34Aristotle Project - Google
02/11/2018
Slide35Simon Sinek – Circle of Safety
02/11/2018
Slide36Circle of Safety
02/11/2018
Slide3702/11/2018
Slide38Michael Stallard – Connection Culture
02/11/2018
Slide39Psychological Safety “foundational” to good MI practice - Zuckoff
the establishment of
psychological safety
is the first concern of clients who present for a session of motivational interviewing…
Psychological safety may be said to become a concern when another or others have some power to affect my emotional wellbeing.
Psychological safety was revealed as having two main components:
the absence of
negative judgment
and
efforts at
control
of subjects’ choices and behavior.
A special factor that influenced psychological safety, which has potentially generalizable implications, was perceived
difference
between subject and therapist
Slide40Psychological Safety as foundational - Zuckoff
This shift (to feeling psychologically safe) occurred when subjects came to experience the therapist as being able to genuinely see and understand their experience from their point of view, rather than the therapist’s own.
The process by which the
therapist co-constituted the establishment of psychological safety
included
attunement to signs
of the subject feeling unsafe, most notably subjects’ hesitancy, and
addressing this sense of danger by demonstrating recognition of it, normalizing it, and offering reassurance
. The therapist also modulated his inquiry so as to allow the subject the dialectical process of
gradual and incremental testing and maintaining safety
, and
regularly checked the accuracy
of and corrected his understandings as the dialogue progressed.
The process and outcome of the sessions suggested that MI provides an effective counseling style for helping clients establish a sense of psychological safety in a situation that is initially viewed as psychologically perilous, and to do so relatively quickly…
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SYSTEM 1
SYSTEM 2
Intuitiv
Hurtig
Automatisk
Energioptimerende
Varm
Online
Analytisk
Langsom
Bevidst
Energikrævende
Kølig
Offline
To systemer vi handler med
Slide4302-11-2018
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1,2,3
System 2
System 1
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Forankringens bump
Årsag
Modstanden skyldes
Rationelt
… de har ufuldstændige eller forkerte fakta eller modsætter sig fornuft baseret på disse fakta (køber præmissen, men forkaster konklusionen)
Vane
… de har viljen til at forandre, men vaner giver mangel på handling eller tilbagefald
“Det er svært ikke at gøre det samme”
Emotionelt
… de er sure og/eller vrede over den forestående forandring
“kan jeg overhovedet gøre det her?” “Mister jeg så mit job?” “Hvor vover de/I?”
Identitet
… forandringen er en trussel mod “den jeg er” eller hvordan de oplever sig selv
“Jeg kan slet ikke se mig selv i det her”
Ideologisk
… forandringen modstrider grundlæggende værdier, et filosofisk standpunkt eller moral
“Jeg tror ikke på det her, det er ikke sådan jeg ville gøre det”
Social
... der er sociale sammenstød med vigtige relationer eller loyalitet til andre som forandringen rammer. Uformelle netværk vrider informationsstrømmen
“Jeg har hørt de gjorde … mod Hans” “Vi tror ikke på det her ovre i Finans”
Kulturelt
… organisatoriske normer, ritualer, sprog og værdier som understøtter det gamle (uønskede) mønster
Politisk
… alliancer, skifte i magtstrukturer eller tab af oplevet magt, indflydelse kontrol eller autonomi
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TRIGGER
Impuls
Opmærksomhed
Valg
ADFÆRD
FEEDBACK
Vanens konstruktion
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Jeres ekspertise
Den virkelige verden
Forankring i live
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02-11-2018
Den mentale model
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Model
udviklet
af B.J. Fogg
Handlingsrummet
Passivitet
Lethed
Motivation
Handlingsfirkanten
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Udvikl
Iterær
Prototype
Intervention
Valider
Design
Mål
Baseline
Understøt
de
påviste
løsninger
Hvorfor
adfærden
sker
Definition
af
behov
/
mål
Mapping
Den
ønskede
adfærd
Hypoteser
Bevægelighed
Metode
for
indsamling
af
viden
Indsigt
Analyse
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Præsentation i plenum på
flip-over
Hvad vil vi gå videre med på baggrund af de snakke vi har haft i dag og i går, relateret til årsaftalerneHvad kommer det til at betyde for vores ledelse i dagligdagen
Hvordan bliver jeres årsaftaler mere målrettet System 1
TID
HVEM
HVOR
HVORDAN
FEEDBACK
HANDLING/VANER
LET
METAFORER
1
2
3
Tilbage
i plenum 14.15
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