HOW WE WORK
Start with the work.
Build the learning around it.
We connect motivational interviewing with systems thinking and organizational learning. Together, we identify the skills people need and the expectations, coaching, and support that make those skills usable.
THE WORKING RELATIONSHIP
A clear focus, with room to learn.
A focused workshop can be your starting point. A supported engagement adds coaching and changes to team routines where those will help.
01 · FOCUS
Understand the work
Bring two or three recurring situations. We explore the purpose, responsibilities, existing strengths, and obstacles around them.
02 · CLARITY
Define useful practice
Agree what people need to do well and what you would expect to see or hear when they do it.
03 · APPLICATION
Practice, review, and adapt
Rehearse realistic situations, receive feedback, and agree how learning will be supported and reviewed afterward.
PURPOSEFUL CONVERSATIONS
Choose a response that fits the responsibility.
A person may need to explore change, understand a decision, clarify a boundary, or work through a practical obstacle. We help staff recognize the purpose before choosing a response.
Motivational interviewing
Practice partnership, listening, and evocation around a shared focus for change. Explore the person’s reasons, concerns, confidence, and commitment.
Ask–Offer–Ask
Understand the person’s starting point, offer relevant information, then explore how it lands. Use that exchange to clarify expectations, decisions, choices, and next steps.
AOA draws on MI-consistent listening and information exchange. Learning its sequence is a starting point; the quality of the listening and response develops through practice and feedback.
TRUST AND ACCOUNTABILITY
Six conditions to explore together.
Use these questions to understand what may need attention. Check your interpretation with the person and respond to what you learn.
Clear expectations
What needs to be understood about the responsibility, standard, or decision?
Emotional stability
Does the person have enough steadiness and room to think, and what support would help?
Ownership
What is theirs to carry, what can they influence, and what support can they count on?
Meaning-making
How does the person understand this situation, and what matters to them within it?
Boundaries
Which requirements are fixed, what choices remain, and who has authority to decide?
Clear next steps
Who will do what, by when, and how will support and follow-up happen?
FROM A CONVERSATION TO ORGANIZATIONAL LEARNING
Make expectations usable.
A supervisor asks a team member to explore two options. Later, they discover different assumptions about what would be ready and when.
UNDERSTAND
Ask
Supervisor: “What did you understand you were taking on after our meeting?”
Team member: “I was looking into the options. I didn’t realize you needed a recommendation by Friday.”
CLARIFY
Offer
Supervisor: “I left that unclear. For Friday, I need your recommendation and the reasons behind it. You can choose how to compare the options. I’ll make the final decision and help you get the information you need.”
CHECK AND FOLLOW THROUGH
Ask again
Supervisor: “How does that fit with what you had in mind?”
Team member: “I can do that if I have the cost figures by Wednesday.”
Supervisor: “I’ll get them to you Tuesday.”
What the exchange reveals: the worker needs information, and the supervisor has a commitment too. If this uncertainty keeps recurring, the team can improve how it assigns work and communicates decision authority.
Illustrative exchange. The response depends on the person and situation.
SUPPORT AROUND THE LEARNING
Develop people and strengthen how work gets done.
Our support can include leadership development, supervisor coaching, MI training and field practice, and organizational processes. The scope follows your priority.
Make the learning observable
Review a practiced response, a supervisor’s feedback, a person’s understanding of next steps, or whether an agreed handoff occurred.
Learn from patterns
Use recurring questions to examine role clarity, workload, access to resources, and the routines that shape practice.
We agree useful indicators with you. Participant feedback and observed practice help guide adjustments; broader service outcomes depend on many conditions.
LET’S START WITH YOUR WORK
What would you like your team to handle better?
Bring one recurring situation, a team priority, or a question. John will help you explore a useful starting point and connect you with the right people at AMIGA.
We agree the scope, schedule, and fee with you before work begins.