As mental health therapists, we have a wealth of knowledge on mental health issues and are trained to be “problem solvers.” But with a problem-solving mindset, it’s easy to fall into the trap of prematurely planning. Don’t get me wrong, problem-solving has its place and time, but planning within the first 25 minutes of an initial session isn’t the move. You do not have enough information on that person or their life to create a nuanced personalized action plan.
Struggling with anxiety? Try idea #1, idea #2, and/or idea #3
It’s similar to someone saying they’re hungry and presenting them with a plate of food without inquiring about dietary restrictions, likes, dislikes, etc.
What’s Wrong With The Premature Problem–Solving Mindset?
It doesn’t allow for deep client exploration. Can you imagine going into a problem-solving mode with an incomplete understanding of the issue? It’s a sure-fire way to set ourselves up for failure. Think about it, what exactly can we achieve in our haste? Additionally, who are we trying to help? Ourselves or the client? Instead, exploration provides us with specific insight into the client and their specific circumstances, and most importantly, it uncovers their rationale and motivation for wanting a change. That level of understanding can help us plan specifically and accordingly to their needs.
Don’t become an interrogator and ask question after question. Instead, find a balance by creating an environment for disclosure and exploration.
Resist the Urge to Prematurely Problem-Solve for Clients
Avoid leaning on the righting reflex, the strong urge to tell clients the “solution” to their problem. Instead, get curious about them and their unique situation before becoming a problem solver. One way to do that is to be neutral in our approach, nurture the therapeutic relationship, and listen for key indicators that a client is ready to plan. Premature planning comes off as persuasive and does not respect the client’s autonomy. Frankly, I have found much more success with clients when they develop their own plan of action. There is something magical about a client processing, making connections, and working through the intricacies of their situation to find a solution, #BossMoves. I primarily use elements of Motivational Interviewing’s four processes to keep me focused. The four processes of Motivational Interviewing are:
- Engaging: The relational aspects of the therapeutic relationship.
- Focusing: Helping guide clients to identify a target behavior/change goal that is important to them.
- Evoking: Drawing out a client’s reasons, ideas, and motivation, whether intrinsic or extrinsic.
- Planning: Putting action behind achieving the desired goal.
In Motivational Interviewing, the planning process is optional; let that sink in for a moment. So why are we naturally inclined to solve our client’s problems if planning is optional?
Increasing Client’s Long Term Motivation and Buy–In
Having someone explore their own motivations helps them enhance their knowledge, make clarifications, and think deeply about their concerns. Thinking deeply invites exploration of all sorts. Our role as clinicians is to be open and curious alongside our clients. Curious about how they see their issue, the obstacles, and explore their strengths and abilities. Think about it; the wealth of information and insight gained by remaining curious and open allows the client to have a deeper, fuller, and richer understanding of what’s going on in their lives.
We do this by evoking a client’s reasons, ideas, and motivation for a change, whether intrinsic or extrinsic.
I have a colleague that often refers to the focusing, evoking, and planning processes as what (focusing), why (evoking), and how (planning). I had a lightbulb moment when she said this one day, and suddenly, things fell into place. And I finetuned my approach to “problem-solving,” and I saw a change not only in myself but my clients. I expanded my thinking and developed a framework that focuses on the client’s why —this approach allows the client and I the space to explore, learn, and grow our understanding of their concerns. If a client is interested in planning, I spend 30% on the what, 50% on the why, and 20% on the how. I call it the 30-50-20 rule. This intentional design allows me to focus on what’s most important to the planning stage, the why; if we know why we can plan for the how. One way to achieve this is by asking open-ended questions, affirming the client, using reflection/reflective listening techniques, and summarizing client speech that supports change.
When to Plan: Preparatory and Mobilizing Change Talk
A client usually signals their readiness to plan by how they structure their speech. Motivational Interviewing categorized the client’s readiness for change into two categories, preparatory change talk, and mobilizing change talk. Preparatory change talk includes desire, ability, reason, and need statements. Mobilizing Change Talk Includes Statements of commitment, activation, and taking steps. See examples below:
Change talk is speech that leans in the direction of change.
| Preparatory Change Talk: | Mobilizing Change Talk: |
| I want to control my angry outburst. I could call the rehab facility. I’ve been sober before. My family deserves better. | I am going to control my outburst of anger. I am planning to call the rehab facility. I’ve been sober for one year. Because my family deserves better, I will… |
Closing Thoughts on Problem-Solving
A one-size-fits-all approach shouldn’t be used in mental health counseling. Problem-solving has its time and place; before jumping into planning a solution, get curious, honor your client’s autonomy, affirm your client’s strength and ability, and avoid unsolicited advice-giving.
