Chapter 6

1. Chapter 6 Principles of Interviewing

2. Planning the Interview • Define the goal • Identify and analyze the other party

3. Factors to Consider • Knowledge level • The other’s concept of self • Your image • Attitude

4. Interview Structure • Highly structured-consists of a standard list of questions • Most common in market research, opinion polls, and attitude surveys • Most questions allow only a limited range of answers

5. Interview Structure • Nonstructured-allow for flexibility; may consist of a topic without specific questions, or it might consist of a few key questions and the interviewer builds on answers given

6. Interview Structure • Moderately structured-combines features of the highly structured and the nonstructured. • Interviewer has a list of topics to be covered and a possible order for topics, has a list of questions and possible follow-ups to answers

7. Possible Questions • Primary and secondary questions • Open and closed questions • Factual and opinion questions • Direct and indirect questions • Hypothetical and critical questions • Leading questions

8. Primary & Secondary Questions • Primary questions introduce new topic areas within topics • “Do you have any questions for me?” • Secondary questions aim at gathering additional information about a topic that has already been introduced • “Tell me more about that.”

9. Open & Closed Questions • Open questions invite a broader, more detailed range of responses • “Why are you interested for working for us?” • Closed questions restrict the interviewee’s response • “Would you rather stay in this department or have a transfer?”

10. Factual & Opinion Questions • Factual questions investigate matters of fact • “Have you taken any speech courses?” • Opinion questions ask for the respondent’s judgment • “Do you think taking a risk on Joe is worthwhile?”

11. Direct & Indirect Questions • Direct questions use a straightforward approach to getting answers • “”What area of public speaking interests you the most?” • Indirect questions elicit information without directly asking for it • “If you were manager of this department what changes would you make?”

12. Hypothetical & Critical Incident Questions • Hypothetical questions seek the respondent’s answer to what-if questions • “If you were in my shoes, what would you do?” • Critical incident questions ask the interviewee about a specific account of a real situation • “Think of a time when you needed to decide between two choices. How did you choose?”

13. Leading Questions • Leading questions force or tempt the respondent to answer in one way • “Don’t you think that proposal is a little pricey?” • “You aren’t seriously asking for a raise now, are you?”

14. Arrange the Setting • Time-carefully evaluate how long you think you will need to accomplish your purpose and let the other person know. • Place-consider distractions , physical arrangement of the setting, closeness and distance

15. Conducting the Interview • Opening • Body • Closing

16. Opening • Greeting and building rapport • Introductions, small talk • Orientation • Explain the reason for the interview • Explain what information is need and how it will be used • Clarify any ground rules • Mention the approximate length of the interview

17. Body • Responsibilities of the Interviewer • Control & focus the conversation • Listen actively • Use secondary questions to get more information

18. Body • The interviewee’s role • Listen actively • Give clear, detailed answers • Correct any misunderstandings • Cover your own agenda

19. Closing • Review & clarify the results of the interview • Establish future goals • Conclude with pleasantries

20. Ethics of Interviewing • Obligations of the interviewer • Make only promises you are able and willing to keep • Keep confidences • Allow the interviewee to make free responses • Treat every interviewee with respect

21. Ethics of Interviewing • Obligations of the interviewee • Don’t misrepresent the facts or your position • Don’t waste the interviewer’s time