Motivational Interviewing Chapter 4 What is Motivational Interviewing?
Motivational Feedback
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Transcript of Motivational Feedback
Motivational Feedback
&Coaching
Feedback & Coaching skills
Purpose:• Maximise alignment between a person’s
work and requirements• Conduct more productive work planning
and development conversations• Promote intrinsic motivation
Different types of feedback
• Relational feedbackThat’s great! I’m really pleased with your work!
(General positive comments, personal)• Observational feedback
I noticed that you are taking notes and providing a useful summary at the end of the meeting for the group.
(Specific concrete actions, no judgement)
Different types of feedback
Feedback which draws attention to a skill without making an overt judgement, without reporting on our feelings, turns out to most prompt intrinsic motivation.
Motivation
Intrinsic motivation – something is done because it is inherently interesting or enjoyable
Extrinsic motivation – something is done because it leads to some particular outcome
Observing what annoys you more than what pleases you…
The positivity/negativity ratio (P/N) positive feedback : negative feedback.
Typical high performance teams: P/N ratio of 5.6
Ie members of these teams offer nearly 6 times as many observations of things done well, against things that might be done differently
Positive reinforcement feedback
1. State precisely the goal, work expectation, standard, or desired behaviour.
2. Describe the observed behaviours / actions that relate to the expectation.
3. Explain why the behaviours / actions are important and how they impact.
4. Ask that the behaviours continue.5. Thank them for their contribution.
Redirective feedback
1. State precisely the goal, performance expectation, standard, or desired behaviour.
2. Describe the observed behaviours / actions that relate to the expectation.
3. Explain why the demonstrated behaviours are not effective and how this affects group goals.
4. Ask the employee for their views on the issue. They may have facts that you do not.
5. Ask what actions the employee will take to meet the expectation.
Symptoms of conflict
JudgingJudging …who you are
CharacterisingCharacterising …what you do
AttributingAttributing …motives to explain why you do
it
DictatingDictating …solutions to perceived problems
Fundamental attribution error
In explaining why people behave the way they do, we tend to place: too much emphasis on a person’s disposition; too little emphasis on their
situation.
Sources of difficulty at work
WANT TO(Motivation)
ABLE TO(Capacity)
Self
Positive& negative
emotionI do/don’t want to do
the job
Skills, strengths & weaknessesI do/don’t have the
skill(s) to do the job
Sources of difficulty at work
WANT TO(Motivation)
ABLE TO(Capacity)
Other
Praise & pressure
Others say things that
support/undermine
me
Help &hurdles
Others do things that
help/hinder me
Sources of difficulty at work
WANT TO(Motivation)
ABLE TO(Capacity)
Things
Carrots & sticks
Systems of reward
encourage/discourage
me
Bridges &Barriers
Procedures &
equipment make my
job easier/hard
er
Attachment styles
Attachment styles
Attachment styles
Attachment styles
Attachment styles
The pessimistic explanatory style
A negative event is explained as”Permanent
“It will never change"Personal
“It's my fault" Pervasive
"I can't do anything correctly”
The capacity to work to address an unpleasant situation despite past experience correlates highly with an optimistic explanatory style:
“This situation is not personal, pervasive, or permanent.”