How to Coach Yourself and Others Happiness Is No Accident | Page 106

Motivation also has three components. The first on is readiness, the person knows what he wants
and is able to make priorities. The second component is willingness, this is the degree to which
someone wants change. The last one is ability, otherwise said the degree of faith that the client has
in the change. (Miller & Rollnick, 2005)
Motivating interviewing
Motivating interviewing is an interview style. It is a client centred and directive method.
It ‘s goal is to increase intrinsic motivation so that change occurs by exploring
ambivalence and by solving this. (Miller & Rollnick, 2005)
The general principles that are concerned are: the construction of a relationship of
trust, the developing of discrepancy , the movement with the resistance and the
support of the personal effectiveness. (Schippers, 2000)
Inside the motivating interviewing are two marked phases. The first phase is the
building of motivation to change. We do this by: asking open questions, listening
reflectively, affirming the client, synthesizing and provoking language of change.
The provoking of language of change can be among asking the miracle question (how would it be,
if all your problems were gone?) or by looking back at the past, before the problem began.
We also need to work on trust by looking back at earlier successes, underlining the
strong sides and appliances, giving information and advice.
When the client starts to get more notion of himself and his priorities (wishes), he can go to the
next phase, which is amplify the involvement with change.
The situation will be synthesized again so we can decide what has to be done, this is
called recapitulation. We also have to ask open questions so the wishes and plans of
the client will be provoked. The last thing we do, is give information and advice (when the client
asks and gives permission). (Miller & Rollnick, 2005)
Motivating interviewing is a paradoxical concept because the professional helper asks the client to
go with him for a conversation. This is often an obligation. In this way it isn’t easy to get the client
intrinsically motivated. That is why it is important to involve the whole team in the motivating
interviewing. This will give the client the experience that everyone has the same attitude and he
will develop faster.
Change and resistance
The model of Prochaska & Diclemente shows how a person will develop during his
process of change. It has several phases. In the pre-contemplation phase the client has no intention
to change something about his behaviour. He will display a lot of denial and resistance.
When he passes over to the consideration phase, he starts to doubt his problem, but he places it
outside himself.
Thereafter he advances to the decision phase. He proceeds to change his behaviour,
but he is looking for a strategy for change.

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