Investigative Interviewing Workshop Professor Karl Roberts Investigative interviewing

Investigative Interviewing Workshop Professor Karl Roberts

Investigative interviewing workshop Professor Karl Roberts Professor and Chair of Policing and Criminal Justice University of Western Sydney NSW Professor of Criminal Justice and Criminology University of Massachusetts USA Professor of Pacific Policing University of The South Pacific Fiji Email: karl. roberts@uwesternsydney. edu. au

What is investigative interviewing? • A conversation with a purpose • A means to obtain information 3

Why bother interviewing? • In any investigation interviewing provides an • opportunity for : – an investigator to ask questions of interest – interviewee to give an account of their version of events – investigator to explore discrepancies – To identify new investigative leads

Sensitivity to the interviewee • Expectations and interviews

Interview expectations and the outcome • Expectations of interviewee and interviewer are highly relevant to the outcome • Interviewers should try to manage expectations 6

Interviewee Expectations • Often unsure what to expect • Unsure what is relevant • Uncertain about the situation • Distressed • Fearful • Power lies with the interviewer • May not wish to speak • May speak too much 7

Interviewee Expectations • Expectations Linked to procedural • justice (e. g. Tyler, 1988) – Authority should exhibit fair procedures – Authority should respect individual – Individual should feel their information is valued – Authority should listen to individual – Authority should not rush or pressure individual 8

Interviewer expectations • • Want information Time pressure Demands from superiors for results Potential frustration with interviewee if – – – They are uncertain Information does not conform to that expected Inconsistent answers Silence Non-cooperation • (Gudjonsson, 2003) 9

Potential Problems at interview • Frustration at lack of progress - too much anger / urgency / even threats – ‘come on we haven't got all day’ – ‘Im sick of you continuously lying to me/ not answering questions’ • Interruption – ‘this is irrelevant and I don’t want to hear it’ • Pressure and threats – ‘Come on answer the question’ • Much more common when witness is uncertain and/or non-compliant – (Milne and Bull, 2003)

Problems at interview • Lack of planning • Approach to interview – Interviewer tries to exert too much control – Aggressive approaches – Insensitivity to interviewee • Lack of explanations • Low/no rapport development • Poor choice of topics – Inappropriate – Irrelevant • Poor questioning style – Excessive use of leading questions

Potential outcomes • • • Enhances any uncertainty and stress in interviewee Enhances effects of any vulnerability Supports negative expectations/attitudes High risk of anger and disengagement/aggression Thwarts interviewee’s Procedural justice expectations causing – Diminished trust and confidence in investigator – Diminished cooperation with investigator • Ultimate risk of – unreliable information – confabulation and suggestibility – misinterpretation • (Gudjonsson, 2003)

• Risks of – unreliable information – confabulation (repeating information given) – suggestibility (accepting information in questions) • (Gudjonsson, 2003) – Procedural justice expectations not met • Diminished trust and confidence in authority 13

What can interviewers do to improve matters? • Ethical interviewing - aim is to avoid problematic interview - approaches- maximise information obtained - obtain reliable information • PEACE is an interview model that can help achieve this 14

Mitigating Risks • Sensitivity to interviewee’s – Characteristics – Needs – Vulnerabilities • Awareness that interviewer behaviour is crucial • PEACE interview model is useful here – – – Planning and Preparation Engage and explain Account Closure Evaluate

Mitigating risks • Always best to assume initially that interviewee will be – Willing to provide a full account – Truthful • Minimises risk of interviewer bias 16

Mitigating risks • Clear instructions at start • Minimise interruption of witness • Clarification or challenges AFTER witness given their account • Use of open questions • Minimise use of closed questions • Rapport crucial

Tips… • • Identify topics of interest Give the interviewee opportunity to talk Always start with an open question Don’t dominate the conversation Be prepared to cede some control Ask for their version of events first Listen Only then should you challenge or clarify the account

Dealing with violence

Understanding violent situations • Key to threat assessment • Understand – Sub-Types of violence • Not all violence is the same – Personal characteristics – situational and personal triggers • Recognise and respond to dangerous behaviour

Subtypes of Violence • Increased arousal subtype (Impulsive) • • • Reactive, high affect, irritable, impulsive More co-morbidity with psychiatric diagnoses More responsive to clinical interventions May require containment to begin interventions Ex: Domestic violence, bar fight, road rage, most mental -illness associated violence

Subtypes of Violence • Proactive Subtype (Predatory), aka Targeted violence • • • Planned Controlled, goal-directed, ego-syntonic May be affective “display” More socialization to violence Requires more external containment and sanction Ex: Domestic stalker, school or workplace violence

Pathway to Violence 5. Attack 4. Preparation 3. Research & Planning 2. Ideation 1. Grievance Calhoun and Weston, “Contemporary Threat Management” (2003) 23

Predicting violence

Things to look for • Behavioural changes – Changes to routine – Changes in drink/drug habits • Changes in attitude – greater negativity – Irritation with others – frustration • Expressed distress – Life stresses recently experienced – Fear of others

Things to look for • Direct or veiled threats of harm • Intimidating, belligerent, or other inappropriate or aggressive behavior • Numerous conflicts with others • Bringing a weapon to meetings, brandishing a weapon, making inappropriate references to guns, or fascination with weapons

Things to look for • New dodgy friends • Family strife • Attempts to justify behaviour – Trying to get you ‘on board’ • Attempts to minimize • Increased social isolation • Doing very little – The Devil does make work for idle hands • Meaningless travel • Staying out late at night

Things to look for • Access to potential targets – New relationship – Children – Friends • • Refusing to interact at meetings Missing meetings Failing to engage with treatment Threatening and aggressive demeanor

Things to look for • Nature of the situation/event/dispute • How important is it? – Overcoming obstacles – Degree of planning – Continuing with grievance despite • social humiliation • Threat of sanctions

Facing violent individuals • • • If possible escape DON’T be a hero Seek immediate backup from a colleague/police if possible Practice good active listening skills Important to behave in a calm, friendly, manner Communicate respect Listen Cooperate Allow person to vent without interruption Do NOT argue or seek to justify Ask how you can help Get away as soon as you can