Motivational Interviewing for Leaders in the Helping Professions (CHES)Facilitating Change in Organizations
This course is only for CHES professionals.
For the manager, entrepreneur, leader, or aspiring leader in health care and social services. Learn how to transform conversations and minimize resistance within colleagues and employees concerning change, addressing performance, or creating new procedures. Readers are guided to apply the MI principles in the management context. Book also contains user-friendly worksheets and self-reflection exercises.
Marshall and Nielsen offer a unique, creative combination of organizational leadership and MI. The coverage of MI seems very clear for someone with no prior exposure, with rich and detailed applications to organizations, particularly at the supervision and work group levels. The case examples are extremely useful and relevant to health and human service settings. There are examples of dialogue to use in supervision, as well as probing reflective exercises and worksheets to help the reader apply the material. Tom Packard, DSW, School of Social Work (Emeritus), San Diego State University
15 hr-Program ID# 114228_MIL15 CHES 15 Hours / MCHES 6 Hours
1.1.5 Apply ethical principles to the assessment process
1.3.1 Identify data collection instruments
1.4.1 Identify and analyze factors that influence health behaviors
1.5.1 Identify and analyze factors that foster or hinder the learning process
1.1.4 Apply theories and/or models to the assessment process
2.3.1 Select planning models for health education/promotion
Upon successful completion, the users will be able to:
1. Describe the four processes of motivational interviewing (MI).
2. Explain three ways the MI approach to leadership is different from more traditional concepts of leadership.
3. Discuss two ways that trust in the employees benefits the company.
4. Contrast the leadership styles of: directing, guiding, delegation, supportive, and collaboration.
5. Compare and contrast preparatory change talk with commitment talk.
6. List two examples of times when MI conversations with employees are most appropriate and two when it is not appropriate.
7. Explain engaging.
8. Name and describe the three innate psychological needs we all have.
9. Describe three characteristics of the responsive organization.
10. Explain how having trust and avoiding conflict affect a leadership team.
11. Discuss why it is important to see perspectives from the employee’s point of view and involve the employee in decisions about change.
12. Give two examples of MI mobilizing language.
13. Give two examples of MI questions that can be used to explore or increase confidence.
14. Discuss the usual stages that happen when an organization makes changes and three ways using MI can facilitate them.
Why we chose this book
Motivational Interviewing is being accepted in counseling and its concepts can be more effective in facilitating change than mandating it to employees and colleagues. For practitioners who use these concepts with patients, it may be a familiar transition in thinking.
About the author
Colleen Marshall, MA, LMFT, has extensive experience in clinical practice, leadership, and management, and has held executive and senior-level positions in large behavioral health organizations. She is currently Director of Behavioral Health Operations for Well, a health technology and services company, and serves as a consultant and trainer for start-up, nonprofit, and health care organizations.
Anette Søgaard Nielsen, PhD, is Professor at the Institute of Clinical Research at the University of Southern Denmark. She has extensive experience in leadership and management, primarily as the leader of one of Denmark’s largest treatment institutions for alcohol use disorders, and as the head of smaller research teams.