CHRIS WAGNER, PH.D.LICENSED CLINICAL PSYCHOLOGIST

VIRGINIA COMMONWEALTH UNIVERSITY

Motivational Interviewing

and Positive Psychology

Motivational Interviewing

Empathic, goal-oriented approach that promotes change by resolving ambivalence

Draws from wide range of sourcesEssentially pragmatic rather than theoreticalBoth relational and technical components are

integralRelational components have emphasized

positive elements; technical components mixed emphasis

No well-defined model of motivation

Motivation as Inspiration (Relational)

Rogerian basis: people are motivated toward growth/wellness

Rogerian conditions of empathy and unconditional acceptance facilitate positive growth/change

Supporting client autonomy facilitates positive change

Enhancing confidence promotes positive change

Status Quo or

Negative Change

Positive Change

Ambivalence

Desire to Stay Same

Negative Emotions

Lack of Vision, Hope,

Confidence

Disorganized

Other Priorities

Interest in Changing

Positive emotions

Vision/Confidence/Hope about Changing

Focused

Readiness to Change

Ambivalence

Motivation as Discontent (Technical)

Cognitive Dissonance (Festinger) – Dissonant cognitions produce tension. People are motivated to reduce dissonance between

contradictory beliefs.Values Clarification (Rokeach) – Discrepancy between

values and behavior produces tension of lowered self-regard. People are motivated to reduce tension from discrepancies

between how they think they should act/be and how they actually do act.

Decisional Balance (Janis and Mann) – Ambivalence produces decisional conflict; apprehension, desires to escape, self-blame People are motivated to resolve conflict by escaping,

impulsive decision-making or careful consideration of pros and cons of options

Desire to Stay Same

Negative Emotions

Lack of Vision, Hope,

Confidence

Disorganization

Other Priorities

Interest in Changing

Positive emotions

Vision

Confidence/Hope about Changing

Readiness to Change

AmbivalenceDeveloping Discrepancy• How do problem behaviors fit with your values? Identity?

Desire to Stay Same

Negative Emotions

Lack of Vision, Hope,

Confidence

Disorganization

Other Priorities

Interest in Changing

Positive emotions

Vision

Confidence/Hope about Changing

Readiness to Change

AmbivalenceDeveloping Discrepancy• How do problem behaviors fit with your values? Goals?

Negative Reinforcement• Motivating person by increasing tension that person wants to escape or avoid by reducing discrepancy

Classic Emotions Theory

Negative emotions (anger, fear, sadness, disgust) Increase tension Narrow cognitive focus Serve to protect people from present or near danger Prime for action (action tendencies, “fight or flight”)

Anger – Attack Fear – Escape Sadness – Wall off Disgust - Expel

Frederickson’s Positive Emotions Theory (Broaden and Build model)

Positive emotions (joy, curiosity, contentment) Reduce tension Broaden cognitive focus Help people build resources for future threats Prime for development (thought-action tendencies)

Joy – play – builds physical, socioemotional, intellectual skills

Curiosity – explore – increases knowledge and pscyhological complexity

Contentment – relax – builds resilience, appreciation, interpersonal bonds

Elevation – seek – increases inspiration, creativity, development

Frederickson’s Positive Emotions Theory (Broaden and Build model)

Finding positive meaning in adversity predicts greater well-being, better health

Upward spirals Positive perspective/meaning fosters positive

emotions Positive emotions increase finding positive meaning

through broadening perception Upward spiral produces greater resilience and

positivity

Desire to Stay Same

Negative Emotions

Lack of Vision, Hope,

Confidence

Disorganization

Other Priorities

Interest in Changing

Positive emotions

Vision

Confidence/Hope about Changing

Readiness to Change

AmbivalenceNegative Discrepancy• How do problem behaviors fit with your values? Identity?

Negative Reinforcement• Motivating person by increasing tension that person wants to escape or avoid by reducing discrepancy

Positive Discrepancy• What is your vision of how you’d like your life to be?

Desire to Stay Same

Negative Emotions

Lack of Vision, Hope,

Confidence

Disorganization

Other Priorities

Interest in Changing

Positive emotions

Vision

Confidence/Hope about Changing

Readiness to Change

AmbivalenceNegative Discrepancy• How do problem behaviors fit with your values? Identity?

Negative Reinforcement• Motivating person by increasing tension that person wants to escape or avoid by reducing discrepancy

Positive Discrepancy• What is your vision of how you’d like your life to be?

Positive Reinforcement• Motivating person by increasing desire to move toward more fulfilling future

Negative vs. Positive Motivation

Need to change(Motivation as

Discontent)

Want to change(Motivation as

Inspiration)

Negative reinforcement (seek to escape tension,

negative state)

Positive reinforcement (seek to gain reward,

positive state)

Shame, guilt, fear, anger toward self, frustration

Interest, curiosity, hope, joy, excitement,

peacefulness

Negative vs. Positive Focus in MI

Looking forward • Where are your current actions leading you? How will things be in five years if you keep doing this?

Envisioning• How would you like things to be in five years? How can you get there?

Values – Negative• In what ways are you not living in line with your values?

Values – Positive•How can you live even more in line with your values?

Decisional balance• What are some of the downsides of how things are?

Decisional balance• What could be better if you made some changes’?

Positive Emotions and MI

Positive focus in MI Soothes client defensiveness Makes conversation a rewarding event Broadens cognitive focus to consider previously

overlooked or rejected perspectives, options, attitudes, identities

Cognitive flexibility helps resolve ambivalence and increases openness to engage in actions leading to health change

Can increase confidence, sense of accomplishment, self-esteem and mood

These serve as increased resources to draw upon in service of change

MI Groups (Wagner & Ingersoll, in press)

Four Phases Engaging the Group Exploring Members’ Perspectives Broadening Members’ Perspectives Moving Into Action

Focus on the Positives Negative focus (dissatisfactions) riskier in group than

individual – breeds conflict, harder to turn ship around Positive focus increases sharing, support, altruism,

creativity, confidence, connects members to wisdom and resources of the larger group and enhances group energy for change

Protecting factor for times of group stress or crisis

(8) Broadening Perspectives – Looking Forward/ Envisioning

Share a vision for how things might be different in the future. How they may desire things to be if they could choose. Link together on content, motivation to change,

specific visions. Identify a few personal strengths; explore and link How might those strengths help moving forward?