Spirit in the community
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Exploring the possible use of the principles of motivational interviewing (or multi-logue) in community development

Exploring the possible use of the principles of motivational interviewing (or multi-logue) in community development

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    Spirit in the community Spirit in the community Presentation Transcript

    • A SPIRIT IN THE COMMUNITY
      LESS WRESTLING MORE DANCING
      Ian Healy
    • WITHIN AND ALONGSIDE
      Translating the spirit and principles of MI.
      The ‘expert’ as redundant
      The Community as autonomous
      Collective consciousness
      Free will
    • CEA
      COLLABORATION with community
      EVOCATION what your presence evokes/inspires community to enact
      AUTONOMY community as autonomous collective
    • AFFIRMING NOT RIGHTING
      As an activist your intention is to affirm positive community dynamics
      You are not there to ‘put right’ the community
      The implicit moral agenda as judgemental; denying.
    • MI CORE PHILOSOPHY translated per community context
      Environmental conditions typically evoked by Community resistance
      Activist – Community relationship as collaborative and friendly
      Resolving Community ambivalence prioritised
      Activist as non prescriptive
    • Community as responsible for own progress
      Activist works to assist Community in determining its own locus of effectiveness/efficacy
      Miller & Rollnick {2002} MI as:
      -client centred
      -directive
      - pro intrinsic motivation
      -exploring & resolving ambivalence
    • PRINCIPLES
      Expressing Empathy
      Developing Discrepancy
      Supporting Self Efficacy
      Rolling with Resistance
    • THE INQUIRING COMMUNITY
      Collaborating with the Community to enable its own curiousness about its own change process.
      Modelling empathy.
      Encouraging meaning making.
      Reflections on behaviour and its consequences.
    • STAGES OF CHANGE
    • MI FLOW
    • IN SEARCH OF MOTIVATIONAL DIALOGUE
      MD as a conversational approach.
      Seeking to engage people in change orientation.
      Their lives and within their communities.
      A consciousness of where they are in the change journey.
      Common understanding of what will help.
    • CHANGE WHEEL INTERPRETED
      Non acknowledgement of need for change-lack of community consciousness
      Growing community acknowledgement of such a need
      Conscious community commitment to change
    • Community becomes active-taking responsibility for own change process
      Identifying and acting upon a focus for change-what is needed; what support for process.
      Change orientation as endemic-a focussed and collectively owned change habit
    • RISK
      Relapse can happen at any time
      Exit at any Stage
      Political infighting
      Elitism
      Resistance
    • RETENTION OF COMMUNITY CENTREDNESS
      What is the Community’s agenda for change?
      How was it arrived at?
      The centrality of non directedness.
      Community worker as humble practitioner not seeking to prioritise a discreet agenda.
    • FOR GENUINE CHANGE
      Communities will genuinely change when they are ready and willing.
      Pushing them provokes resistance and dilution of the effectiveness of the change process.
      Interventions to be aimed at community ownership of the process.
    • INTERVENING PURPOSEFULLY
      Skills and dispositions appropriate to the Stage of Change
      How are you enabling the Community to own its own change process?
      How might you be corrupting this process?
      How is the dialogue enabling clarity?
    • REMEMBER YOUR OARS
      Open Ended Questions
      Affirmations
      Reflective Listening
      Summaries
    • TRUST BUILDING
      Constructing a relationship founded on TRUST & ACCEPTANCE {assignment intervention-check}
      Tuning into the Community’s Wisdom {assignment intervention-check}
      Establishing initial Priorities {assignment intervention-check}
    • THE OPEN ENDED PRACTITIONER
      How can we help you with……?
      What can you tell us that will enable us to understand what you need?
      What is it that you want to change?
      What do you want to be different?
      Can you tell us about the pluses of living around here?
      What about the negatives?
      What previous attempts at improvements have your tried/
      Where might you be prepared to start?
    • AFFIRMATIONS
      ‘It’s really useful that you are prepared to meet with us today.’
      ‘That feels like a really constructive suggestion to…..’
      ‘As a team we are feeling very positive at the ideas that you are coming up with to develop this area.’
    • REFLECTIONS AND SUMMARIES
      ‘ We are getting a strong sense that you would like to see quite a change in the facilities here. All of us feel enthusiastic in wanting to work with you. In essence you appear to be suggesting that……’
      Sometimes briefly repeating what’s been said by the Community members
      Summarising
      Paraphrasing
      Reflecting feeling
    • CHANGE ORIENTATION
      Pay particular attention to Community responses suggesting a desire for change.
      Include this emphasis in summaries etc
    • SUGGESTIONS OF THE NEED FOR CHANGE
      ‘We know that if we don’t do something about how the area has become it will be too late soon.’
      ‘If we don’t try to do something ourselves sooner or later they will take the Community Centre off us.’
      ‘At long last there are enough of us who want to make a difference but we are not sure what.’
    • ‘We’ve had enough and feel sure that we can get something done if you are prepared to help.’
      ‘We’ve been talking about this for ages and some days we really feel that we can get started. Other days it all seems a bit too much ; it’s as if the area will always be for losers.’
    • ARE YOU BEING HARND?
      HUMBLE
      AUTHENTIC
      RESPECTFUL
      NON-DIRECTIVE
      How are you doing this; how do you know?
    • INSIDER KNOWLEDGE
      Communities are experts in their own environments!
      They live there!
      Understand.
      Ignore/Avoid.
    • COMMUNITY DIALECTIC
      Certainties .v. Uncertainties
      Aspirations .v. Fears
      Ambivalence-tensions, contradictions
      Degrees of willingness to contemplate
      To change.
    • A PART OF ME IS NOT MD!
      Moral agenda…..maybe confrontational
      Telling
      Urging
      Persuading
      Unsolicited advice
    • REFLEXIVITY IN THE COMMUNITY
      What’s at the root of my/our involvement?
      What is my/our intrinsic motivation in working with this community; sub group?
      Am I being solicitous?
      What function does my concern serve?
    • Is the Community ready and willing to ask itself?
      How do we need to change if we want to enjoy an improved environment?
      What are we looking to improve?
      Why? How? By when?
      With what resources? Within what {whose} boundaries?
    • QUESTIONS FOR OURSELVES
      What assumptions am I/we making?
      How am I challenging my own {colleagues’} assumptions?
      What are my/our expectations of the Community?
      How am I/we sharing them/to what extent?
      Degree of transparency?
    • WHEN A COMMUNITY GETS STUCK
      Resistance………denial
      Problem what problem?
      Change? What’s the point?
      ‘You’ll never change people around here….’
      ‘It’s just the way we are…..’
    • ‘We want things to be the way they used to be….’
      ‘In our day none of this would have been allowed.’
      ‘What’s the point in you lot gettin’ involved? They’ll only go an’ mess it up again.’
      ‘We know you mean well an’ all that but we don’t share your god and in any case what would people think?’