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Last updated on 2024年8月2日

Your team is resisting change. How can you apply motivational interviewing principles to turn things around?

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Change is a constant in the business world, but it doesn't always come easy. Resistance from your team can be a significant hurdle, but by applying the principles of Motivational Interviewing (MI), a counseling approach designed to elicit behavior change by helping clients to explore and resolve ambivalence, you can guide your team towards embracing new directions. Imagine you're having a one-on-one conversation with each team member, listening actively, and encouraging them to voice their concerns and hopes. This sets the stage for a more receptive and collaborative environment where change is not imposed but facilitated.

本文章的要点总结

Encourage open dialogue:

Use one-on-one conversations to listen actively and address concerns. This builds a collaborative environment where change feels supported rather than imposed.### *Highlight past successes:Remind your team of their strengths and previous achievements. This boosts their confidence, making them more willing to embrace new challenges and changes ahead.

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1 Understanding MI

Motivational Interviewing is rooted in the concept of engaging with someone's intrinsic motivation to foster change. When your team resists, it's essential to understand that their hesitance may stem from uncertainty or fear of the unknown. By acknowledging their feelings and showing empathy, you create a safe space for open dialogue. The core of MI is to listen more than you speak, ask open-ended questions, and reflect back what you hear to show that you truly understand their concerns. This approach helps your team members feel heard and valued, which can reduce resistance and open them up to considering change.

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Michelle Drapkin, PhD ABPP

Behavior Scientist ? Award-Winning Author ?Speaker ? Innovator ? Trainer ? Board-Certified Psychologist
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We tend to shy away from the term "resistance" these days as it implies a one-way challenge - that the individual is pushing back when, in fact, it's likely a dynamic between you and the individual. Sometimes it's HOW we discuss change that is most meaningful and if we push, people push back. If we listen with compassion and empathy and validation, it helps us come alongside each other. We are in this together, truly, and collaboration is the key.

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2 Express Empathy

Expressing empathy is a cornerstone of Motivational Interviewing and is vital when dealing with resistance. To effectively apply this principle, you must demonstrate an understanding of your team's perspective without judgment. Show genuine concern for their feelings and experiences. By validating their emotions and concerns about the change, you help to build trust and rapport. This, in turn, can lower their defenses and increase their willingness to listen to new ideas, fostering a more conducive atmosphere for change.

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Michelle Drapkin, PhD ABPP

Behavior Scientist ? Award-Winning Author ?Speaker ? Innovator ? Trainer ? Board-Certified Psychologist
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Sometimes saying something as simple as "it makes sense" or "I can see how you would feel that way..." lets someone know that you are willing to try to see it from their perspective and that that perspective is indeed valid.

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Craig Schneider

Psychology Specialist (Self-employed)
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I have discovered that knowing and understanding one's Myers-Briggs Type is essential to appreciating and valuing how one processes information and makes decisions. Being a "Team" can often be mandated without knowing how each person perceives what being a "Team" means to them. Inviting dialogue (versus discussion) to share what skills, gifts and talents they are willing to offer to the process of becoming a "Team" may result in "voices in the room" being heard, validated and honored. Encouraging individuals to be authentic, without judgement or evaluation, may enhance their willingness to be less resistant to whatever change is being requested. Also, perhaps reframing 'change' to 'challenge' might spark creativity versus requiring change.

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3 Develop Discrepancy

In Motivational Interviewing, developing discrepancy involves helping individuals see the gap between their current behavior and their broader goals or values. Apply this principle by facilitating discussions that help your team recognize how resisting change may conflict with their personal or collective objectives. Encourage them to envision the positive outcomes of adapting to change and how it aligns with their aspirations. This realization can create an internal motivation for change, making them more likely to move past their resistance.

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Cornelia Schmitz

Jede Führung braucht KLARHEIT, ENTSCHLOSSENHEIT und HERZ – genau diese Qualit?ten vereine ich als Mentorin für Führungskr?fte mit meinem Programm "L?wenstark führen".
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Anstelle über Diskrepanzen zu sprechen, nutzen Sie eine positive belegte Sprache. Im Grunde geht es immer um die n?chsten Schritte, die sinnvoll und machbar erscheinen. Im Dialog mit den Mitarbeitenden braucht es zun?chst das tiefe Verst?ndnis für die Ziele. Aus welchem Grund gibt es sie, was soll damit erreicht werden, warum ist das gut. Danach darf offen über die Bedenken und Hindernisse gesprochen werden, denn alleine das Sprechen darüber ?ffnet Menschen. Zeigen wir als Führungskr?fte Verst?ndnis für die Sichtweise der Mitarbeiter, k?nnen wir auch gemeinsam einen Plan machen, wie wir mit Bedenken und Hindernissen umgehen. Wenn der n?chste Schritt in Richtung Ziel vorstellbar ist, dann l?st sich der Widerstand.

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4 Roll with Resistance

Resistance is a natural reaction to change, and confronting it head-on can often intensify opposition. Instead, Motivational Interviewing suggests 'rolling with resistance' by avoiding direct confrontation and argumentation. When you encounter objections, listen and acknowledge the points made without agreeing or disagreeing. Use these moments as opportunities to understand the underlying concerns better and to pivot the conversation towards constructive dialogue. This technique helps maintain a positive interaction and keeps the door open for progress.

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Michelle Drapkin, PhD ABPP

Behavior Scientist ? Award-Winning Author ?Speaker ? Innovator ? Trainer ? Board-Certified Psychologist
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We do not use the term "Rolling with Resistance" anymore. It was taken out of the 3rd edition of MI - we are now on the 4th edition so it's about 20 years old. "We tend to shy away from the term "resistance" these days as it implies a one-way challenge - that the individual is pushing back when, in fact, it's likely a dynamic between you and the individual. Sometimes it's HOW we discuss change that is most meaningful and if we push, people push back. If we listen with compassion and empathy and validation, it helps us come alongside each other. We are in this together, truly, and collaboration is the key." We now use the term "Dancing with Discord" to underscore the relationship between us and the individual we are trying to help.

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Jason Mogus, Ph.D.

Husband. Father. Researcher. Teacher. Therapist.
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Rolling with resistance is a cornerstone of MI that is a challenge for most of us. Engaging a defensive person with curiousty instead of our beliefs or perspectives helps lower those defenses. It's a conscious choice to understand the person with whom you might disagree. If you want to use this skill effectively in the workplace, you have to invite feedback. You have to take time for employees and team members that you might feel as though you "don't have." Arguing to win is a losing battle if you are a leader in the workplace.

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Cornelia Schmitz

Jede Führung braucht KLARHEIT, ENTSCHLOSSENHEIT und HERZ – genau diese Qualit?ten vereine ich als Mentorin für Führungskr?fte mit meinem Programm "L?wenstark führen".
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Wenn wir den Begriff Widerstand einmal durch 'gute Gründe' ersetzen, dann wird klar, dass wir als Führungskr?fte zun?chst verstehen dürfen, was den oder die Mitarbeiter bewegt. Aus diesen Grund geht es nicht darum, wer die besseren Argumente hat oder wie man kommunikativ einen Punkt macht. Es geht um Verst?ndnisbotschaften und ehrliches Interesse. Das hat weniger mit einer Technik zu tun, sondern ist Ausdruck einer respektvollen und zugewandten Haltung zu Menschen.

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5 Support Self-Efficacy

Supporting self-efficacy is about bolstering your team's belief in their ability to succeed in making a change. Highlight past successes and strengths, and remind them of the skills and resources they possess to handle new challenges. This encouragement can boost confidence and diminish the fear that often accompanies change. When individuals feel capable and supported, they are more likely to take ownership of the change process and engage actively in it.

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Cornelia Schmitz

Jede Führung braucht KLARHEIT, ENTSCHLOSSENHEIT und HERZ – genau diese Qualit?ten vereine ich als Mentorin für Führungskr?fte mit meinem Programm "L?wenstark führen".
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Werden Sie konkret, wenn Sie über Erfolge und St?rken sprechen. S?tze wie ?Ich glaub an dich? oder ?Du schaffst das schon? sind zu vage. S?tze wie ?Mach dir keine Sorgen? oder ?Das wird schon nicht so schlimm? sind keine Hilfe. Formulierungen wie: - du hast die F?higkeit, xxx zu erkennen - deine Erfahrung hilft dir, xxx zu tun - du darfst xxx mal ausprobieren - xxx kannst du fragen, wenn du yyy - letzte Woche hast du xxx erreicht, das war klasse - konzentrier dich einmal nur auf xxx l?sen innere Bilder im Kopf aus. In der motivierenden Gespr?chsführung ist genau das wichtig. Positive Bilder, die durch gesprochene Worte im Kopf der Menschen entstehen.

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6 Evoke Change Talk

Finally, evoking 'change talk' is a critical element of Motivational Interviewing. This involves guiding the conversation in a way that encourages your team members to express their reasons for change, the benefits they anticipate, and the steps they might take to enact it. Use reflective listening and summarizing techniques to help them articulate these motivations, which can reinforce their commitment to change. By fostering an environment where team members talk themselves into change rather than being told to change, you harness their intrinsic motivation for a more effective and lasting transformation.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Cornelia Schmitz

Jede Führung braucht KLARHEIT, ENTSCHLOSSENHEIT und HERZ – genau diese Qualit?ten vereine ich als Mentorin für Führungskr?fte mit meinem Programm "L?wenstark führen".
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Eine einfach und sehr hilfreiche Methode ist der Ansatz von WOOP. Dabei wird ein Ziel in der Tiefe besprochen und der Nutzen für alle Beteiligten klar formuliert. Danach werde die m?glichen Hindernisse zusammengetragen, um bewusst für jedes gedankliche Hindernis einen Plan zu machen. Es lohnt sich zu Beginn von Ver?nderungsma?nahmen mit den Menschen ausführlich zu sprechen. Die investierte Zeit sparen Sie hinten raus doppelt und dreifach ein.

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Your team is resisting change. How can you apply motivational interviewing principles to turn things around?

1

2

3

4

5

6

7

1 Understanding MI

2 Express Empathy

3 Develop Discrepancy

4 Roll with Resistance

5 Support Self-Efficacy

6 Evoke Change Talk

7 Here’s what else to consider

Motivational Interviewing

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Your team is resisting change. How can you apply motivational interviewing principles to turn things around?

1

2

3

4

5

6

7

1 Understanding MI

2 Express Empathy

3 Develop Discrepancy

4 Roll with Resistance

5 Support Self-Efficacy

6 Evoke Change Talk

7 Here’s what else to consider

Motivational Interviewing

给文章评分

感谢您的反馈

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