Practice introduction
Motivational interviewing
A collaborative way of talking about change that pays attention to autonomy, ambivalence and a person's own reasons — not confrontation or persuasion.
Core stance
Partnership before persuasion
Motivational interviewing is not a bag of clever questions. Its relational foundation — partnership, acceptance, compassion and evocation — changes how skills are used.
reasons
Engage
Build a working relationship in which the person feels heard, respected and able to disagree.
Focus
Agree what change, behaviour or decision the conversation is actually about.
Evoke
Draw out the person’s own reasons, needs, confidence and concerns about change instead of supplying an argument for them.
Plan
When readiness strengthens, move towards specific next steps without rushing ahead of the person.
Skills in practice
Open questions
Invite more than a yes/no answer: “What do you like about the way things are now, and what is becoming less okay?”
Affirmations
Notice effort, values or strengths without empty praise: “You kept that appointment even though the week was chaotic.”
Reflective listening
Offer a concise hypothesis about meaning: “Part of you wants the effects, and another part is tired of what happens afterwards.”
Summaries
Gather both sides of ambivalence and highlight the person’s own change language without pretending one side does not exist.
Change talk
Listen for desire, ability, reasons, need and commitment language. Avoid turning this into a checklist that makes the conversation mechanical.
Develop MI skills with your team
Connect this introduction to the practitioner manual and organisational training.
Evidence and practice boundary
Motivational interviewing is an evidence-based conversational approach, not a guaranteed treatment outcome or a substitute for emergency, medical or safeguarding action. This introduction draws on the supplied TD practitioner manual and established MI practice.