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Success with motivational interviewing techniques in the dental clinic: a case for the use of iMI-GPS

From Volume 45, Issue 5, May 2018 | Pages 462-467

Authors

Koula Asimakopoulou

BSc(Hons), PhD

Lecturer in Health Psychology, Oral Health Workforce and Education Group, King's College London Dental Institute, Caldecot Road, London SE5 9RW, UK

Articles by Koula Asimakopoulou

Tim Newton

BA, PhD

Professor of Psychology as Applied to Dentistry

Articles by Tim Newton

Abstract

Abstract: In this paper the origins and philosophy of Motivational Interviewing are described. Also, what the method seeks to do and the basic processes involved in delivering a consultation based on Motivational Interviewing principles are explained. Then research that has reviewed the evidence for the efficacy of the technique in dentistry is outlined, followed by a discussion of how the dental team can apply some of the tools used in Motivational Interviewing to deliver a structured, goal-directed behaviour change programme inspired by Motivational Interviewing and grounded in the principles of goal-setting, planning and self-monitoring.

CPD/Clinical Relevance: This paper discusses Motivational Interviewing techniques and how they might be adapted for the dental team.

Article

Motivational Interviewing (MI) is a patient-centred, but directive technique that aims to help people change their behaviour. The premise behind Motivational Interviewing (MI) as proposed by Miller and Rollnick is that there is very little in terms of behavioural outcomes, wishes and needs that people are entirely certain about.1 For example, a patient might want a perfect smile, but he/she might not be too certain about taking on the cost or time requirements that achieving this smile would involve. A young adult might want perfectly straight teeth, but might be ambivalent about wearing the headgear as instructed by the orthodontist. Finally, an adult with periodontitis might wish that he/she was free from halitosis but might not be motivated to brush and clean interdentally twice a day. This ambivalence, or uncertainty, about change, which traditionally behavioural scientists tended to see as a problem in getting patients to change their behaviour, is at the heart of MI and is seen by its proposers as the key state behind the success of helping people to change. So the first paradox about MI is that it sees an ambivalence about change as a helpful and necessary part of the process.

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