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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?