Chapter 5 The Informational Interview Mc GrawHillIrwin Copyright

Chapter 5 The Informational Interview Mc. Graw-Hill/Irwin Copyright © 2011 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

2 Chapter Summary • • Preparing the Interview Selecting Interviewees and Interviewers Opening the Interview Conducting the Interview Closing the Interview Preparing the Report or Story The Interviewee in the Probing Interview Summary

3 Preparing the Interview • Determining Your Goal • A clear goal is essential in determining the length of an interview, selecting an interviewee, and deciding when and where to conduct the interview

4 Preparing the Interview • Researching the Topic ▫ The Internet and databases are becoming essential resources for interviews. ▫ Paying attention to omissions, dates, and interim events may help to focus your purpose. ▫ Evidence of research impresses interviewees.

5 Preparing the Interview • Structuring the Interview: Interview Guide ▫ Plan a structural sequence but remain flexible. Who was involved? What happened? When did it happen? Where did it happen? How did it happen? Why did it happen?

6 Preparing the Interview • Structuring the Interview: Body ▫ A moderate schedule is a useful tool for long interviews. ▫ The moderate schedule allows the flexibility to delete questions and create new ones.

7 Selecting Interviewees and Interviewers • Selecting Interviewees: Level of Information • Make sure your interviewee possesses the information you need.

8 Selecting Interviewees and Interviewers • Selecting Interviewees: Availability • Do not assume a potential interviewee is unavailable; ask first.

9 Selecting Interviewees and Interviewers • Selecting Interviewees: Willingness ▫ Fear of what may be revealed in an interview might make participants reluctant. ▫ Resort to arm-twisting as a last resort.

10 Selecting Interviewees and Interviewers • Selecting Interviewees: Ability • Many potential interviewees are willing but unable to participate for several reasons: ▫ ▫ ▫ ▫ Faulty memory. Poor health. State of shock. Inability to express or communicate ideas. Proneness to exaggeration or oversimplification. Unconscious repression or distortion of information. Biases or prejudices. Habitual lying.

11 Selecting Interviewees and Interviewers • Selecting Interviewers ▫ An interviewer should be: Friendly Courteous Organized A keen observer A good listener Patient Persistent Skillful at asking probing questions

12 Selecting Interviewees and Interviewers • Selecting Interviewers: Status ▫ Status difference and similarity affect motivation, freedom to respond, control, and rapport. ▫ Status is a critical criterion for some interviewees.

13 Selecting Interviewees and Interviewers • Relationship of Interviewer and Interviewee ▫ Be aware of the relational history of the parties. ▫ Be aware of perceived similarities and differences of both parties.

14 Opening the Interview • Plan the opening with great care • Do not be too familiar with the interviewee • Consider an icebreaker question

15 Conducting the Interview • Motivating Interviewees ▫ Know what motivates each interviewee. ▫ Trust is essential for probing interviews.

16 Conducting the Interview • Asking Questions: Ask Open-Ended Questions ▫ Use the number of questions necessary to get the job done. ▫ Listening is as important as asking. ▫ Make the interviewee the star of the show. ▫ Be an active listener, not a passive sponge. ▫ Know what you are doing and why. ▫ Think before asking.

17 Conducting the Interview • Note Taking and Recording: Note Taking ▫ Weigh carefully the pros and cons of note taking prior to the interview. ▫ Note taking should not threaten the interviewee.

18 Conducting the Interview • Note Taking and Recording: Recording ▫ Three advantages of recording: Enables you to relax and concentrate on the interviewee. You can hear or watch what was said at a later time without having to rely on memory. A recording may pick-up answers that may have been inaudible at the time.

19 Conducting the Interview • Note Taking and Recording: Recording ▫ Three disadvantages of recording: Recorders can malfunction or create technical interruptions. Some people view recorders as an intrusion. Recorders provide permanent, undeniable records that may threaten some interviewees.

20 Conducting the Interview • Handling Difficult Situations ▫ A Sanitized vs. a Real Setting You may need to feel and experience before you can ask meaningful questions. Use good sense and good judgment in probing interviews. In unsanitized situations, prepare for human suffering and risks.

21 Conducting the Interview • Handling Difficult Situations ▫ The Press Conference or Group Interview The interviewee usually controls the press conference. Your relationship with the interviewee is critical at a press conference.

22 Conducting the Interview • Handling Difficult Situations ▫ The Broadcast Interview Being familiar with the physical setting may avoid surprises. Spontaneous questions generate spontaneous answers.

23 Conducting the Interview • Handling Difficult Situations ▫ The Videoconference Interview Hesitate slightly before asking or answering questions because there is typically a slight delay in receiving the audio and video. Look straight into the monitor so you appear to be looking into the interviewer’s or interviewee’s eyes. Focus on the interviewer or interviewee so you can become comfortable with the video interview situation. Avoid excessive motion or stiffness so you appear relaxed and enjoying a pleasant conversation. Speak naturally without shouting because the microphone will pick up your voice, and you need not lean into the microphone to be heard. Show energy and enthusiasm through your voice and face (including smiling) because you will appear as a “talking head, ” no more than from the waist up.

24 Conducting the Interview • Handling Difficult Interviewees ▫ The seven common types of interviewees are: Emotional Interviewees Hostile Interviewees Reticent Interviewees Talkative Interviewees Evasive Interviewees Confused Interviewees Dissimilar Interviewees

25 Closing the Interview • Close the interview when you have the information you need or your allotted time runs out • The interviewee may grant additional minutes when you signal that your time is up or you obviously need only a few more minutes • The interviewee must be an active party from opening through closing

26 Preparing the Report or Story • Make it a habit to check all sources. • Be honest, accurate, and fair in reporting interview results.

27 The Interviewee in the Probing Interview • Doing Homework ▫ Get to know the interviewer as well as the interviewer knows you. Who is the interviewer? Who does the person represent? How long will the interview take? What information does the person want? How will the information be used?

28 The Interviewee in the Probing Interview • Understanding the Relationship ▫ Appreciate the impact of upward and downward communication in interviews. ▫ Understand the relationship prior to the interview.

29 The Interviewee in the Probing Interview • Awareness of the Situation ▫ Assess the many situational variables that will impact the interview. ▫ Consider establishing ground rules such as time, place, length, which topics are off-limits, and the identity of the interviewer.

30 The Interviewee in the Probing Interview • Anticipating Questions ▫ Be as prepared to answer as the interviewer is prepared to ask. ▫ Rehearsing possible questions and answers is a common preparatory technique.

31 The Interviewee in the Probing Interview • Listening to Questions ▫ ▫ Listen and think before answering Be patient. Focus attention on the question of the moment. Concentrate on both the interviewer and the question. ▫ Do not dismiss a question too quickly as irrelevant or stupid.

32 The Interviewee in the Probing Interview • Answering Strategically ▫ ▫ ▫ ▫ Avoid defensiveness. Share control of the interview. Explain what you are doing and why. Take advantage of question pitfalls. Avoid common question traps. Support your answers. Open your answers positively rather than negatively.

33 Summary • The informational interview is the most common type of interview. • This chapter has presented guidelines for structured informational interviews that call for thorough preparation and flexibility. • Interviewees need not be passive participants.