Motivational interviewing

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  • When will you be available for employment? 3. Are you interested in serving mankind, or is money is your primary motivation? 4. Tell me about yourself. 5. What do you think are your strengths and weaknesses? We have a lot of applicants for this job. Why should we appoint you? 6. What has been your most valuable experience? 7. How would you describe your personality?

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  • 11. Andrew J. Martin, “The Role of Positive Psychology in Enhancing Satisfaction, Motivation, and Productivity in the Workplace,” Journal of Organizational Behavior Management 24, 1–2 (2004–5): 113. 12. Dee Dickinson, “Lifelong Learning for Business: A Global Perspective” (presented at the Conference on Lifelong Learning for European Business, Oxford University, UK, October 6–7, 1992). 13. Rees Morrison, “How to Make Collaboration Work: Powerful Ways to Build Consensus, Solve Problems, and Make Decisions,” Consulting to Management (September 2004): 62. 14. Michael P.

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  • Leads others to achieve something significant. Motivates others to deliver results. Provides constructive feedback. Responsibly challenges barriers to the work. Takes appropriate action to solve the problem. Prefers to take responsibility for group projects. Inspires others to follow new directions. Sets demanding goals and a strategy for meeting them. Demonstrates the ability to learn and apply complex skills. Works quickly and accurately. Gathers and integrates information from a variety of sources to better understand key issues. Consistently makes good decisions.

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  • This book is a combination of experiences in which I have been involved over my professional career. It brings a combination of ideas together that include methods of communicating, strategies for behavior change, ways to assess problems, and methods to facilitate self-management. The concepts presented in this book have been tested in a variety of clinical trials where lifestyle change was needed to determine if dietary change affected disease.

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  • Another study delivered an onsite intervention to adolescents presenting with alcohol problems and showed a positive effect of a single intervention in this patient group.76 This study has limitations in its design and only applies to a limited subset of A&E attenders. A third study compared standard care, motivational interviewing or motivational interviewing plus a booster session 7-10 days later.59 This study recruited injured patients who screened positive for harmful or hazardous drinking.

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  • The optimum type of intervention is still to be defined. Sometimes “advice” is given, while at other times the style of interaction epitomised in “motivational interviewing” has been used. Additionally, the comparative value of opportunistic intervention, versus intervention after population screening is not clear. Data on follow up beyond one year are very limited.61 One study found that the effect had disappeared at 10 years.62 Another found a continuing small effect at four years.

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  • Motivational interviewing (a non-judgemental interviewing style which avoids confrontation, helps the individual weigh up the pros and cons of change, and enhances self efficacy) is a style which is helpful in brief interventions (see Annex 5).80 A systematic review showed that motivational interviewing has a significant effect on reducing alcohol consumption in the primary care setting.81 There is no evidence to support a confrontational style of interviewing.

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  • Research aiming to predict which patients will do better with which type of specialist treatments has given few leads. The GP’s decision where to refer a patient should be guided in large part by the patient’s choice. Some predictors however, have emerged: patients who are angry at the initial assessment appear to do better, in the short term, if given motivational interviewing.117,118 Patients with psychiatric disorders (‘dual diagnosis’) tend to do better if referred to specialist psychological or psychiatric services than to 12-step Alcoholics Anonymous (AA) groups.

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  • While almost all the students who volunteered to participate in this study acknowledged in the interviews that their primary motivation for participation was the hope that they could achieve the coveted score of at least 7.0 in Listening, Reading, Writing and Speaking, as well as an Overall score of 7.0 – the English language proficiency requirement for an application for an Australian Skilled Independent Resident visa in 2010 or for Nursing Registration – only six out of the 40 students managed to do so. Of these six, four had already achieved an Overall score of 7.0 or 7.

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  • We're not talking about Amsterdam's Red Light District. We're talking about finding a job. Cover letters are your first sales pitch to potential employers. Remember that employers receive hundreds of resumes and cover letters from people that are applying for the job YOU want. Your goal is to stand out from the other candidates. A good cover letter introduces you to an employer and explains why you are one of the best candidates applying for a job with the organization. It should motivate the employer to read your resume and hopefully invite you to interview for a position you are...

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  • Motivation and the resources for carrying out an attack make humans potentially dangerous threat-sources. Table 3-1 presents an overview of many of today’s common human threats, their possible motivations, and the methods or threat actions by which they might carry out an attack. This information will be useful to organizations studying their human threat environments and customizing their human threat statements.

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  • The purpose of this paper is to develop a framework to explain and describe the daily cash flow management processes of families. From data gathered through semi-structured interviews, themes are developed and linked into a daily cash flow management framework. The proposed model suggests that families have a process for managing money. The process focuses on short-term viability through safety, control, comfort, and routine aspects. Cash flow activities are motivated by the near future, feelings and values, experience, and situational knowledge.

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  • In this chapter you will learn: List and explain the classifications of sex offenses, list and explain the four types of sexual murder, discuss interview procedures and investigative questions for sexual assault cases, explain why women do not report rape to the police and the motivation for false rape allegations, outline the types of physical evidence collected in rape and sexual assault cases,…

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  • EngenderHealth, a non-profit organisation that works in reproductive health, has devised a "client-orientated, provider-efficient" (COPE) approach to improve quality of care and motivate staff. COPE offers guidance for providers to assess their services, interview patients, and examine the time that they spend at clinics. This gives staff a better understanding of patients' perspectives, and enables them to develop a plan of action to improve quality. In some clinics, COPE has resulted in staff staggering their lunch breaks to reduce patients' waiting time.

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  • Most interviewees agree concerning the basic characteristics and traits for a project leader. These characteristics include: forward-looking; competent; inspiring; intelligent; enterprising spirit; loyalty; leadership motivation; integrity; self-confidence; and knowledgeable of the business. As identified by this group of experts, one of the important traits is the ability to communicate effectively.

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  • This topic will describe arson and explosives investigations. In this chapter you will learn: Discuss the steps in the preliminary investigation of arson, be familiar with various types of burn indicators, describe ignition devices that may be used in arson, assess several common motivations of arsonists for setting fires, explain the scientific methods used in arson investigation, list several groups of people whom an arson investigator should interview,...

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  • Chapter 6 - Selection and placement. After reading this chapter, you should be able to: Establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability; discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test; describe the government's role in personnel selection decisions, particularly in the areas of constitutional law, federal laws, executive orders, and judicial precedent.

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