COUNSELLING INTERVENTIONS WK 2 EMPATHIC CONFRONTATION Empathic Confrontation CONFRONTAITON IN COUNSELLING Clients come to counselling having limited alternatives for resolving their issues. STUCKNESS: describes the opposite of intentionality, or a lack of creativity (immobility, ambivalence, blocks, repetition compulsion) Client has an experience of feeling stuck and having the desire to create change confrontation is a more gentle skill. listening to the client carefully and and then encouraging the client to examine self situation more fully. confrontation is not the rather, it represents the client. THE FUNCTION OF EMPATHIC CONFRONTATION Identify incongruity or mixed messages in behaviour, thought, feelings, or meanings Increase client talk and explain resolve conflict Identify client change processes in the interview and throughout treatment Mediate conflict resolution Creation of the new ANTICIPATED RESULT: Clients will respond to the confrontation of discrepancies and conflict creating new ideas, thoughts, feelings, and behaviors, and these will be measurable on the Client Change Scale. Again, if no change occurs, listen. Then try an alternative style of confrontation. CONFLICT Conflict is stressful, and can inhibit neuronal activity and releases glucocorticoids and cortisol Long term conflict, memory loss Effective counselling and therapy has reparative value Leads to new information, resolution of conflict, stress reduction, clarity, insight and awareness. CAVEAT Many clients may need (and even prefer) a more direct challenge Nonetheless, empathic listening remains central if you are going to establish any type of working relationship KEY COMPONENTS 1. EMPATHIC RELATIONSHIP 2. GOOD LISTENING SKILLS 3. NONJUDGEMENTAL CONFRONTATION: Suspending your own opinions and attitudes Closely related to positive regard and respect People who are working through serious difficulties do not need to be judges Your neutrality is necessary if you want to maintain the relationship and facilitate change A attitude is expressed through vocal qualities and body language. EMPATHIC CONFRONTATION 3 STEPS LISTEN: Identify the discrepancy Internal conflicts: Between behaviours Two statements What one says and what one does External Conflicts: Between People Others and a situation SUMMARISE: Point out and clarify issues of incongruity and work to resolve them 1. Clearly identify incongruity 2. Draw out specifics and attend each part of the mixed message 3. Periodically summarise the dimensions od the incongruity 4. Conduct a positive asset search 5. When needed provide feedback from your observations QUESTION AND ELABORATION Ask questions about dimensions rather than challenge immediately Allow time to explore the discrepancy and find new alternatives Take from confronting to focus on positive stories. NOT CONFRONTING Listening may be sufficient Pushing for change can get in the way Client may need to live with discrepancies that cannot be resolved EVALUATE: evaluate the change (effectiveness Determine where your client is function in terms of change at any time during the interview Discover how effective your responses have been Observe client thinking and responding. COUNSELLING INTERVENTIONS WK 2 EMPATHIC CONFRONTATION CLIENT CHANGE SCALE DPANT 1 DENIAL: Not recognising that a discrepancy 2 PARTIAL EXAMINATION: seeing one part of the equation 3 ACCEPTANCE: can see the discrepancy 4 NEW SOLUTIONS: generation of new solutions 5 TRANSCENDENCE: living behaving and thinking differently, putting change into action. Transcendence is NOT a permanent state of being ANTICIPATED RESULT: The CCS can help you determine the impact of your use of skills. This assessment may suggest other skills and strategies that you can use to clarify and support the change process. You will find it invaluable to have a system that enables you to (1) assess the value and impact of what you just (2) observe whether the client is changing in response to a single or (3) use the CCS as a method for examining behavior change over a series of sessions. COUNSELLING AND CHALLENGING Counselling is like a good all in the timing Challenge when appropriate: after earned the right being supportive, when likely useful for the client HOW TO DUMB COUNSELLOR: How do you put X and Y together? SCALES: so on the one hand and on the other hand CLASSIC: you say x, but you do y

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2. Empathic Confrontation

Course: Counselling Interventions (BEHL 3018)

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University: University of South Australia

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COUNSELLING INTERVENTIONS WK 2 – EMPATHIC CONFRONTATION

Empathic

Confrontation

CONFRONTAITON IN COUNSELLING

Clients come to counselling ‘stuck’- having limited

alternatives for resolving their issues.

STUCKNESS: describes the opposite of

intentionality, or a lack of creativity (immobility,

ambivalence, blocks, repetition compulsion)

- Client has an experience of feeling stuck

and having the desire to create change

-Empathic confrontation is a more gentle skill.

-Involves listening to the client carefully and

respectfully; and then encouraging the client to

examine self and/or situation more fully.

-Empathic confrontation is not “going against” the

client; rather, it represents “going with” the client.

THE FUNCTION OF EMPATHIC CONFRONTATION

Identify incongruity or mixed messages in

behaviour, thought, feelings, or meanings

Increase client talk and explain and/or resolve

conflict

Identify client change processes in the interview

and throughout treatment

Mediate conflict resolution

Creation of the new

ANTICIPATED RESULT: Clients will respond to

the confrontation of discrepancies and conflict

by creating new ideas, thoughts, feelings, and

behaviors, and these will be measurable on the

five-point Client Change Scale. Again, if no

change occurs, listen. Then try an alternative

style of confrontation.

CONFLICT

Conflict is stressful, and can inhibit neuronal activity

and releases glucocorticoids and cortisol

Long term conflict, stress/trauma  memory loss

Effective counselling and therapy has reparative

value

Leads to new information, resolution of conflict,

stress reduction, clarity, insight and awareness.

CAVEAT

Many clients may need (and even prefer) a more

direct challenge

Nonetheless, empathic listening remains central if

you are going to establish any type of working

relationship

KEY COMPONENTS

1. EMPATHIC RELATIONSHIP

2. GOOD LISTENING SKILLS

3. NONJUDGEMENTAL CONFRONTATION:

- Suspending your own opinions and

attitudes

- Closely related to positive regard and

respect

- People who are working through serious

difficulties do not need to be judges

- Your neutrality is necessary if you want to

maintain the relationship and facilitate

change

- A non-judgemental attitude is expressed

through vocal qualities and body language.

EMPATHIC CONFRONTATION – 3 STEPS

LISTEN: Identify the conflict/ discrepancy

Internal conflicts: Between

- Non-verbal behaviours

- Two statements

- What one says and what one does

External Conflicts: Between

- People

- Others and a situation

SUMMARISE: Point out and clarify issues of

incongruity and work to resolve them

1. Clearly identify incongruity

2. Draw out specifics and attend each part of

the mixed message

3. Periodically summarise the dimensions od

the incongruity

4. Conduct a positive asset search

5. When needed provide feedback from your

observations

QUESTION AND ELABORATION

- Ask questions about dimensions rather than

challenge immediately

- Allow time to explore the discrepancy and

find new alternatives

- Take “time out” from confronting to focus

on positive stories.

NOT CONFRONTING

- Listening may be sufficient

- Pushing for change can get in the client’s

way

- Client may need to live with discrepancies

that cannot be resolved

EVALUATE: evaluate the change (effectiveness

- Determine where your client is function in

terms of change at any time during the

interview

- Discover how effective your responses have

been

- Observe client thinking and responding.

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2. Empathic Confrontation

Counselling Interventions (BEHL 3018)

University of South Australia

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