Developing and Implementing Motivational Interviewing
August 12, 2026 2026-08-12 14:19Developing and Implementing Motivational Interviewing
Developing and Implementing Motivational Interviewing
Training can begin the learning process. Developing proficiency, maintaining skills and embedding Motivational Interviewing within everyday organisational practice require attention to what happens afterwards.
From learning about MI to developing practice
MI can look deceptively simple when described on a page or demonstrated by an experienced practitioner. Using it during a real conversation, particularly when we are concerned about someone’s choices or strongly invested in the outcome, is considerably more demanding.
This part of the Knowledge Centre explores five connected areas of continued development and implementation.
Deliberate Practice
Move beyond simply using MI more often. Work deliberately on specific, observable aspects of conversational practice and repeat the cycle of practice, feedback and adjustment.
Explore Deliberate Practice in MI →The MITI and MI Fidelity
Explore how structured review of recorded conversations can help practitioners and organisations look at what actually happens in practice rather than relying only on intention or self-report.
Explore the MITI and MI Fidelity →Coaching and Mentoring
Use feedback within a supportive developmental relationship to identify strengths, choose a manageable learning focus and continue practising over time.
Explore Coaching and Mentoring for MI →Communities of Practice
Create opportunities for practitioners to learn together through discussion, skills practice, demonstrations, reflection and shared problem solving.
Explore MI Communities of Practice →Implementing MI in Organisations
Consider the leadership, supervision, systems, feedback and learning structures that help MI survive beyond the initial training programme.
Explore Implementing MI in Organisations →Practice, feedback and further practice
Understanding MI and becoming skilful in MI are not the same thing. Development can involve demonstrations, deliberate practice, feedback on recorded conversations, coaching or mentoring and opportunities to reflect with colleagues.
The aim is not conversational perfection. It is increasing awareness, flexibility and the ability to respond purposefully to what is happening in the conversation.
Training reach is not the same as implementation
The number of people who attend a workshop is an important measure of activity. It does not, by itself, tell us whether practice changed or whether new skills were sustained.
Organisations may also need to consider leadership support, supervision, protected opportunities for practice, feedback, advanced learning, Communities of Practice and whether organisational systems support the person-centred practice expected of staff.
Develop MI across your organisation
Explore organisational MI training and development designed around your team, setting and longer-term learning needs.
