Gathering Data: Interview Process Research Methods for Managers

Gathering Data: Interview Process

Research Methods for Managers

What Is an Interview?

• face-to-face meeting, • assessment of qualifications • conversation – discovery• Research – gather information

Information Gathering

• primary technique for information gathering during the systems analysis phases of a development project

• Interviewing, observation, and research are the primary tools of the researcher

Who

• usually limited to two persons, the interviewer and the interviewee.

• may be more than one interviewer or more than one interviewee in attendance.

• Can have note-taker, observer.

Types of Interviews

• Initial introduction• Familiarization or background• Fact gathering• Verification of information gathered

elsewhere• Confirmation of information gathered

from the interviewee• Follow-up, amplification, and clarification

Interviewing Components

• Selection of the interviewee and scheduling time for the interview

• Preparation of interview questions, or script

• The interview itself

• Documentation of the facts and information gathered during the interview

• Review of the interview write up with the interviewee

• Correction of the write up, sign-off, and filing

Goals of the Interview

• Gather information on the company

• Gather information on the function• Gather information on processes or

activities• Uncover problems

• Conduct a needs determination• Verification of previously gathered

facts• Gather opinions or viewpoints• Provide information• Obtain leads for further interviews

Interviewing Guidelines

• First and foremost, establish the tone of the interview.

• Let the interviewee know the reason for the interview and why he or she was selected to be interviewed.

• Stress that the interviewee's knowledge and opinions are important, and will aid in the analysis process.

Interviewing Guidelines

• Gain the interviewee's trust and cooperation early on, and maintain it throughout.

• Establish what will happen to the information gathered.

• Determine any areas of confidentiality or restricted information.

Interviewing Guidelines• Let the interviewee know that candor and honesty will be valued and that nothing will be published or passed on until it has been reviewed and

verified by the interviewee.• Firmly establish that there are no negative consequences to being interviewed.

• Dos and Don'ts of Interviewing

• The rules of interviewing are similar to the rules which govern most human interactions and to the rules which govern most investigative and problem-solving processes. In effect they can be called the rules of the game.

• 1. Do not assume anything.• 2. Do not form pre-judgments.• 3. Do ask questions which start with who, what, where, when, why, and how, where possible.• 4. Do ask both open and closed questions.• 5. Do verify understanding through probing and confirming questions.• 6. Do avoid confrontation.• 7. Do act in a friendly but professional manner.• 8. Do not interrupt.• 9. Do listen actively.• 10. Do take notes, but do not be obtrusive about it.• 11. Do let the interviewee do most of the talking• 12. Do establish rapport early and maintain it.• 13. Do maintain control over the subject matter.• 14. Do not go off on tangents.• 15. Do establish a time frame for the interview and stick to it.• 16. Do conclude positively.• 17. Do allow for follow-up or clarification interviews later on.• 18. Do be polite and courteous.

• Who to Interview

Dos and Don'ts of Interviewing

• Do not assume anything.• Do not form pre-judgments.• Do ask questions which start with

who, what, where, when, why, and how, where possible.

• Do ask both open and closed questions.

Dos and Don'ts of Interviewing• Do verify understanding through but

professional manner. probing and confirming questions.

• Do avoid confrontation.• Do act in a friendly but professional

manner • Do not interrupt.• Do listen actively.

Dos and Don'ts of Interviewing

• Do take notes, but do not be obtrusive about it.

• Do let the interviewee do most of the talking

• Do establish rapport early and maintain it.

• Do maintain control over the subject matter.

Dos and Don'ts of Interviewing

• Do not go off on tangents.• Do establish a time frame for the

interview and stick to it.• Do conclude positively.• Do allow for follow-up or

clarification interviews later on.• Do be polite and courteous.

Background Statement

• FYI: thesis info• Background: I am currently

working on my masters thesis (ILP) at the School of Management at Cambridge College with a particular focus on managing innovation during uncertain times. 

Topic Area Definition

• 1. Exploring technologies and methodologies to

generate accelerated innovation in

environments impacted by unpredictability and

uncertainty especially in the wake of disruptive

technologies and the current economic

turbulence. (integrating the works of Clayton

Christensen/The Innovator's Dilemma and

Geoffrey Moore/Crossing the Chasm) 

Topic Area Definition

• 2. Systemitize the people technology and

integrate it with the business processes in

order to eliminate organizational constriction

and harness/direct collaboration and creativity

towards elegant solution generation

(harnessing eMotion methodologies). 

Problem Statement/YOUR Personal Interest 

• Dynamic changes in the market environment

are requiring businesses of all sizes to find

new paradigms for work processes,

organization interactions to effectively

innovate, solve problems and generate

solutions.

Problem Statement/YOUR Personal Interest 

• The old system of command-and-control, silos

and hierarchical decision-making is proving less

effective. A new paradigm of cross-functional

collaboration and high connectivity is

imperative. The advent of the internet and new

technologies is enabling fast adoption of this

new way of doing business. Importantly,

businesses that do not take advantage of this

new paradigm and technology may very well

become “dead in the water”.

Interview ProcessI am in the midst of conducting many industry interviews (35+) with key individuals involved with high-tech or in the midst of reinventing their companies as well as those involved in academia and pertinent research. A few are:

•Mike Ruettgers, Exec Chairman/former CEO, EMC•John Puckett, VP New Business Dev Polaroid (former CIO toysmart.com)•Sondra Wellmerling, VP New Business Dev at A.T. Cross•Steve D'Aguanno, Group Exec of Innovationworks at Hasbro (head of R&D)•George Kordaris, VP Design at Herman Miller•Rita Bailey, Director, Training & Dev of Southwest Airlines Univerisity for People•Marcus Buchingham, Gallop Organization, author: First, Break All the Rules : What the World's Greatest Managers Do Differently and Now,Discover Your Strengths•Robert Levering, Great Places to Work, author "100 top companies to work for in America" Fortune Magazine•Robert Sutton, Stanford University, Co-Director, Center for Work, Technology and Organization•Clayton Christensen, Professor, Harvard Business School, author: The Innovator's Dilemma

Group Exercise/YOUR TURN

• Groups of 3– Interviewer– Interviewee– Observer/note-taker

• Report to entire group– What worked?– What was challenging?