A Few Comparisons Flashcards
What are purposes of AI and MI and NVC? 65, 80, 58
What purpose do they share? 65, 80
AI is a philosophy as well as an approach for motivating change and enhancing well-being that focuses on exploring and amplifying the best in a person or situation. AI was developed in the late 1980s as a transformational change process for organizations and groups by David Cooperrider.
- ↑ Positive Energy
- ↑ Self-Efficacy
__________
MI Counseling Methodology and Model for \_\_\_\_\_. MI aims to increase autonomous motivation = encouraging a client to find his or her own reasons to change. 1. ↑ Motivation 2. ↑ Self-Efficacy \_\_\_\_\_\_\_\_\_-
- Common Purpose Shared by MI and AI
= ↑Self-Efficacy
________-
NVC
NVC: A Model for Expressing Compassion
* Empathy
* Expressing Empathy with NVC
1. Make observations, not evaluations.
2. Express feelings, not thoughts.
3. Identify needs, not strategies.
4. Make requests, not demands
What is the best coaching tool to solve a client’s self-sabotage? 73
AI — The 5-D Cycle
- Tool for Handling a Client’s Self-Sabotage — Use 5-D Cycle 73
◊ Make sure the goals and promises are exciting to the client
◊ Avoid goals that “please the coach”
◊ Must stretch the client’s capacities and include capacity-building strategies in order to be stimulating and effect
What are the processes of MI and AI?
AI — 5 D-Cycle
Figure 5.2 67
- Define
What is the focus?
(Affirmative Topic Choice)
Clarifying - Discover
What gives life?
(The best of what is)
Appreciating - Dream
What might be?
(What the world is calling for)
Envisioning - Design
How can it be?
(Compelling Goal)Co-constructing
- Destiny
What will be?
(How to empower, learn, and improvise)
Innovating
___________
MI Processes (I attached the processes that go with each principle).
- Engaging: Developing growth-promoting relationship-building strategies that support the client’s autonomy. 80 - 81
♣ Rolling with Resistance
♣ Open-Ended Inquiry
♣ Perceptive Reflections - Focusing: Helping clients develop more clarity around their values and goals. 80 - 84
♣ Developing Discrepancy: The Decisional Balance and Richard Botelho (2004) uses a quantitative rating system (Fig 6.1 as a Tool for Developing Discrepancy.) 83
♣ Perceptive Reflections for Developing Discrepancy. - Simple Reflections
- Amplified
- Double-Sided Reflections
- Shifted-Focus Reflections
- Evoking: Generating a connection to the client’s autonomous motivations and drives.
♣ Role of Meaning in Motivation
♣ Examining Motivation with Rulers — Willingness = Important, Confidence, and Readiness to Change Right Now - Planning: Designing action plans that support the building of self-efficacy.
MI Planning involves collaborating on an action plan supported by increasing self-efficacy.
What is the purpose of a reflection in AI? Contrast this with the purpose of reflections in MI.
Or, stated another way, how does AI view reflections? MI? NVC? SCT?
AI
Simultaneity Principle: Positive Questions & Interactions. Positive conversations and interactions stem from positive questions and reflections.
♣ Are the change we seek. They are not just a prelude to change, but they are the change themselves.
♣ Create a positive present
_________
MI
Principle 1: Engaging. Here perceptive reflections are used to help people see themselves in ways and improve both motivation and capacity for change.
♣ Empathy for unmet needs
♣ Amplification of topics that might improve motivation and confidence
♣ 2 reflections: 1 question
Principle 2: Focusing. Perceptive Reflections are used for Developing Discrepancy.
- Simple
- Amplified
- Double-Sided
- Shifted-Focus
MI — Empathy Reflections 82
Reflective listening statements
◊ Function like mirrors, enabling clients to see themselves in new ways
◊ Improve both motivation and capacity for change
Questions tend to generate left brain thinking-dominated responses, whereas reflections tap into emotions and needs
Perceptive Reflections = Another form of listening. They enable clients to hear what they are saying from the vantage point of another person. This process is often more provocative and transformational than inquiry because it causes clients to connect more deeply to their motions and the truth of the matter. 37
When coaches perceptively paraphrase and reflect what they think clients are saying, clients react with a deeper, more emotional response generated from the limbic region of the brain were emotions, rewards, and pleasure are regulated. The combination of questions and reflections may integrate the use of higher and lower brain.
Purpose of Perceptive Reflections = Elicit ideas and conversation in the client that support change. The client is encouraged to pick up the ball and run with it. 37 - 38
It is not important to focus on making reflections that are “right” or “perfect.” If the reflection is accurate, clients agree. If it is off target, clients disagree P. Either way, the reflection moves clients forward and engages them in the search for more self-awareness, higher well-being, and the “best me.” 38
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NVC
The NVC Model expresses empathy by
- Making observations, not evaluations.
- Express feelings, not thoughts
- Identifying needs, not strategies,
- Make requests, not demands.
NVC helps people become more aware of their universal needs. Feelings and needs often lie beneath the surface.
NVC teaches the generative value of connecting with people’s feelings and needs in a calm, safe, and judgment-free way. Whether the client comes to the coaching session with positive or negative energy, having their feelings and needs acknowledged can deepen connection and accelerate a session’s progress.
The model works well as a format for expressing gratitude and celebration (when needs are being met) and for requesting understanding and agreements (when needs are not being met).
NVC also helps with ambivalence — as it helps deal with the evaluations, thoughts, strategies, and demands.
SCT
SCT uses empathy reflections to create or cultivate eustress, minimizing distress. 68
Pay Attention to the Client:
♣ Attend to and understand the physiological/affective states, both during and between coaching sessions.
♣ Offer empathy reflections to elicit and connect with what clients are feeling and needing in the moment.
TTM: Prochaska’s Stages of Change
Precontemplation Stage: To move a client forward in the Precontemplation Stage requires genuine empathy and unconditional acceptance. . . . The focus is on understanding the client on a deeper level without judgment or fear supports a client’s self-determination. 95
This is needed throughout all the 5 stages of change.
What parts of the brain are activated when perceptive reflections and questions are used in a 2: 1 ratio? 37 - 38
When coaches perceptively paraphrase and reflect what they think clients are saying, clients react with a deeper, more emotional response generated from the limbic region of the brain were emotions, rewards, and pleasure are regulated. The combination of questions and reflections may integrate the use of higher and lower brain.
What theories and models use “empathy guesses”?
AI MI NVC SCT TTM = Prochaska's Stages of Change
How is operant conditioning used in coaching?
See #1 Below:
Operant Conditioning — The focus on the relationship of a behavior and its consequences. It is learning through positive and negative reinforcement.
- Successful Operant Conditioning: Looks for the antecedent conditions that may trigger an undesired behavior. Identify the behavior chain to alter the behavior earlier in the chain - Generate significant shifts and benefits.
- It is generally easier to manipulate the antecedents than to modify the consequences or behaviors.
- It may be helpful to create a goal that helps clients relieve some of the stress during the day.
How does each of these models or theories look at Ambivalence and work with it? AI, MI, NVC, SCT (Self-Efficacy), and TTM?
AI 65 – 71 See The Value of Appreciative Inquiry in Coaching 71
AI is a philosophy and an approach for motivating change and enhancing well-being that focuses on exploring amplifying the best a person or situation. It is a transformational change process.
I encourages clients to acknowledge strengths and imagine possibilities in order to rise and while there problems. It is a valuable tool for uncovering and celebrating the best of what is and what could be.
My thoughts: By exploring the client strengths and values and best experiences, AI amplifies and places the focus on where’s the client would like to be/their vision and goals. So, in this way, AI sidesteps and diffuses some of the challenges of ambivalence.
MI 80 – 84
*I Think of AI as the direct approach for dealing with ambivalence.
MI — A Model for Increasing Motivation and Self-Efficacy. MI is a counseling methodology that supports the eliciting of autonomous motivation, encouraging client to find his or her own reasons to change. It involves pro-change talk and avoids triggering of change-resistant talk.
MI: Principle 2: Focusing
this principle MI enables a focused exploration of the discrepancies between a client’s stated values and goals and their current behaviors. Here we narrowly direct the focus on the gap between a client’s present situation and their values and goals. We do there’s two ways:
1. Developing Discrepancy — Decisional Balance Tool and Mental Contrasting (Oettingen & Gollwitzer, 2010)
2. Perceptive Reflections for Developing Discrepancy: Simple, Amplified, Double-Sided, and Shifted-Focus
NVC 60
NVC views the ambivalence a client may express in coaching as a universal experience in the process of change that should be welcomed and explored. Evaluations, thoughts, strategies, and demands can make moving through the ambivalence a real challenge. It helps to remember that behind every evaluation there is an observation, behind every thought a feeling, behind every strategy a need, in behind every demand a request.
Becoming curious about underlying observations, feelings, needs, and request is the key to developing and expressive empathy.
SCT = Social Cognitive Theory - Self-Efficacy 87 - 91
My thoughts: SCT goes through an indirect route for building self-efficacy that leads to change. And, in the process, it hopes indirectly with ambivalence.
SCT asserts that human behavior is determined by three factors that interact with each other in dynamic and reciprocal ways:
1. Personal factors —How one feels about what one can do
2. Environmental factors —Support networks and role models
3. Behavioral factors —What one experiences and accomplishes
Self-efficacy is impacted by all three factors. Masterful coaching works to align those factors.
SCT emphasizes the primacy of cognitive processes in constructing reality and regulating behavior. The four sources of self-efficacy are:
- Physiological/Affective States — Cultivating Eustress, Minimizing Distresd
- Verbal Persuasion —Evoking Change Talk
- Vicarious Experiences — Observing Similar Role Models
- Mastery Experiences — Successful, Perseverant Efforts
TTM = Prochaska’s Transtheoretical Model = Stages of Change 93 - 94
TTM is a blueprint for effecting self-change in health behaviors. It shows us how and when new behaviors can be adopted and sustained and why clients may struggle, fail. To avoid setbacks, TTM trade clinicians help clients consider this stage of change they are in for each situation help them apply techniques versus facilitating change their specific and effective for that stage.
Precontemplation: “I Won’t” or “Can’t” 95 – 96
I Can’t
♣ Genuine empathy and unconditional acceptance. Use reflections to demonstrate understanding and respect for client’s emotions and needs. Recognize and accept that the client does not intend to change a specific behavior is the key to building trust and future possibilities. Focus on understanding a client at a deeper level without judgment or fear as this supports a client self-determination.
♣ Sort their barriers into those that are —large need to be put aside; those that are excuses can be reframed in new positive ways; and those that can be overcome by tapping into the energy of deep autonomous motivation. Taking large barriers off the table in the immediate turn can lower a client’s resistance level to discussing any change. Time may have to elapse before clients can perceive these barriers as manageable. Accept where your client is.
♣ When a client is ready to work, find a strong positive source of self-motivation and identify other behaviors they are ready to change.
Contemplation: I May
Discover — Help clients 96 - 97
♣ Explore best experiences with change in the past as well as positive reasons for behaving in a particular way in the future.
♣ Focus on their past accomplishments, values, and vision. This may help connect the dots between the changes they seek in the values and hopes for the future that they hold. Setting behavior change this larger context makes the change more meaningful and significant.
♣ Find personally compelling motivators to change, including new supportive relationships and new reasons to change.
♣ Find a clear vision of what they want.
♣ Examine the upside and downside of giving up old behaviors for healthier new behaviors.
♣ Identify barriers that those that can be navigated. Normalize, don’t catastrophize.
♣ Ask (when appropriate) to share important scientific facts about the benefits of a behavior.
Key Change Strategies 96
♣ Identify and accomplish small, realistic investigating and thinking goals to enhance motivation and/or confidence
♣ Increase their awareness of compelling reasons to change
♣ Connect with people who have successfully made similar changes
Stage Appropriate Goals 97
♣ Mindset shifts through — reading, thinking, talking, listening, discovering, and deciding
♣ Adopt the Nike “just do it” approach while sorting through ambivalence
♣ A series of small successes without a larger commitment can build self-efficacy and improve readiness
Preparation: I Will
Ambivalent feelings have largely been overcome. The client is planning to take action within the next month.
General Suggestions for Coaching in the Light of the TTM 109 - 111
Feeling ambivalent is a common and perfectly normal state of mind. Guide clients to accept their indolence rather than to fight it to better work their way through it. It may always be present to some extent, and that’s okay. Ambivalence does not to be completely reasonable for clients to get started be successful with change. Example a person may always be ambivalent toward getting up early to exercise, they made anyway because of intrinsic rewards.
If ambivalence jeopardizes client’s commitment to change, it is a problem. If it simply makes them question their commitment, does little more than lead to a temporary detour now and then, causative experiences develop resilience back on track. Self-awareness of their positive core goal setting through lapses and relapses our powerful tools for dealing with ambivalence.
Change in one area of life can have a mobilizing changing in another area.
Assist clients to connect with their positive core — especially their strengths, aptitudes, values, and resources learning and growth —on a frequent basis. This helps them maintain a hopeful and positive relationship to the prospect of change.
Remind clients that change can be uncomfortable and difficult in the beginning. This is when people are stepping out of their comfort zones seeking to make conscious changes.
Reassure clients that lapses are common during the early stages of change; that is why they need a lot of encouragement and support when they first get started. If the client is struggling with change, reassure them the what they are experiencing as a normal part of the change process and let them know that what they are doing is difficult for most people.
Find them of the progress they have made to date. As people underestimate their ability to change and lack the tools and process to facilitate change.
Convey that — My confidence is greater than your doubt.
Help clients develop internal motivation and focus – nothing look inside and focus on changing behaviors for themselves and not else.
The end of each coaching session, ask yourself:
♣ Is this client really in the stage I think they are in? Or, having back into an earlier stage?
♣ Do I need to help them set more thinking/substantive behaviors?
If clients have not made significant progress on chosen goals over 3 – 4 weeks and the goals are not unrealistic, it is probably time to question whether they are truly committed to those goals. In this case, the client may benefit from a different intervention.
Define Ambivalence. 109 - 110
Ambivalence: The existence of coexisting and conflicting feelings that create a decisional balance that doesn’t lean toward pros or cons.
It is a perfectly normal state of mind.
Ambivalence may always be present to some extent, and that’s OK. Ambivalence does not have to be completely resolved for clients to get started and be successful with change. 110
What are the four Discoveries of the AI Protocol? 68 - 70
The four discoveries of the AI Protocol:
- Best Experience
- Core Values
- Generative Conditions
- Three Wishes
These four discoveries help clients reach into their positive core and energizes the behavior change process to bring out the best so that solutions expand in scope, sustainability, and effectiveness. And this process can help lighten the load in the course of moving forward. it energizes clients to learn to make new contributions and express new ways of being in the world. And, it helps identify and set up conditions for success including —environments, systems, communities, organizations, networks, movements, relationships, processes, policies, practices, structures, and resources.
This purpose of these discoveries is to boost energy and strengthen self-efficacy of clients through the vivid reconnaissance of mastery experiences.
What are the key actions of the Design Phase of AI? 71
The Key actions are:
- Commitments: Actions that clients promise to take in response to the requests of others. That is, the client agrees to do something that the coach asks them to do.
- Offers: Actions that clients volunteered to take. That is, the client uses their autonomous motivation and volunteers tol take a specific action.
- Requests: Actions client seek from others in order to successfully implement the design. That is, the client makes a request.
What are the Uses of AI in Coaching? 73, 65
Rule: AI before MI
- No clear focus
- If the client lacks a clear focus, ask them for a best experience story that is specifically related to their positive visions (or desired futures). This kind of targeted learning from a positive frame can dramatically accelerate the behavior change process.
- Particularly Effective when a client is — Discouraged or stuck
- A way of living — empower lifelong upward spirals ofpersonal and organizational development.
- Set in motion creativity.
- Set in motion and appreciative and innovative approach to lifelong learning.
- Increase Positive Emotions
- Increase Self-Efficacy
- A valuable coaching tool for uncovering and celebrating the best of what is and could be.
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