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Using Motivational Interviewing to elicit change under constraint (#change #lean @biggerplate #mindmap)

I think you will spend 49 seconds reading this post

I’ve just finished a wonderful ebook on “Motivational Interviewing in Probation” (see my links on my delicious account) and it appeared to me that this skill may very well be suited for Lean Coaches when they don’t have the opportunity to coach top management but are asked to “do Lean” in the company.

Most of the time, managers are asked to “do Lean” and this very request triggers their change resistance upon arrival of the loca Lean expert (coach). As each managers may be on a different stage of the change model (see my previous article on Stages of Change Model), the coach should be addressing each of them differently. This mindmap explains how.

Use your new MI skills to achieve that and tell me how it works. Warning: it may look easy, but it’s some hard and live intellectual work. But who said Lean was easy anyway? 🙂

See the uploaded MI on Probation mindmap on Biggerplate here.

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  • Franck

    Interesting approach indeed. How can one make sure that the coach is not perceived as being manipulative, while he is trying to motivate?
    I will try if I get this key

  • Nicolas Stampf

    Well, the trick is not trying to motivate at all. All dialogue is about accepting the client where he is (Carl Rogers position of unconditionnal acceptation). There are four fundamental strategies (not highlighted in my mindmap, I’ll correct that):
    – Express empathy
    – Develp discrepancy between current problematic behavior and manager’s goal (have him talk about it)
    – Roll with resistance
    – Support self-efficacy

    There strategies are put to practice using different MI techniques such as OARS (open-ended questions, affirmations, reflections and summarizations) and aim at eliciting DARN-C talk on the part of the manager: Desire for change, Ability to change, Reasons for change, Need for change and, finally, Commitment to change. Any move forward is affirmed, any resistance is reflected and possibly summarized along with manager’s own goals toward change (when in Contemplation stage or further).

    Every stage of change has its own strategy to have manager/client move to next level.

    MI is a way of *talking*, not *motivating*. We’re seeking internal motivation there, so it’s not possible to come from external source.

  • Franck

    One of the key priniciples of Lean is Pull. This principle does not only apply to the flow of parts, it also applies to information, and in particular communication of the need for improvement:
    -you can push Lean to managers, in which case they behave like a spring and resist,
    -or you can pull lean by motivating them and then they will accumulate the energy of the spring to deploy in their department. Now the question is in this scenario: “will they push or will they pull in their team”?

    Giving 2 cents on a regular basis, I feel like I am motivating myself by stretching (pulling) my thoughts…

  • Nicolas Stampf

    The problem is with management that don’t want to change their management practices. Of course, I can try to pull Lean from them by asking them about what they planned to do for improvement (a common response from them being “I pay you to do Lean in my teams!”)

    So, I looked for a way to have them understand that they need to change to get different results.

    I’ve read elsewhere that, during Gemba walks, “what you see is how we think”. So true. So, change the thinking to change the system. But management have to move from “I’m not the one that need to change” (pre-contemplation stage) to “ok, I will change, tell me how” (preparation stage).

    I know you’re the manager and you’re in the “action” phase. But maybe sometime you’ll find a reluctant manager and maybe MI might help you deal with him without dismissing him. Better message for the workforce, I guess 🙂

  • Pingback: Appreciating Systems » Relating Motivational Interviewing, Stages of #Change and #Gestalt()

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