We sometimes interview each other, formally or informally. We might ask: "What should I do to reproduce that failure?" or "What features would you like the new version to have?" Too often we come away from these interviews with an inaccurate view of what our sources know.
Even willing sources might not know that something they know is useful. Or they might not know that they know something, or that they have a strong preference or aversion. Overcoming this hurdle of unawareness without knowing for certain whether or not it exists is the key to success.
Thinking of the interviewee as a committee can be helpful. Think of your source as several people, in a meeting, with only one person speaking at a time. Your task is to speak to the part of the person (the committee member) that has the information you seek. Here are some tactics for interviewing the willing.Your task is to speak
to the part of your
source that has the
information you seek
- Use a clock pad
- Managing your time is important, but glancing at the clock or your watch can remind the source's "inner manager" of other more pressing matters. If you have a pad notebook with a built-in clock, you can check the time unobtrusively.
- Ask simple questions
- Remember, before you hear the answer to a question, the source's "committee" has to understand it. If your question is complex, your source might not understand it, and then he or she might not answer the question you asked.
- Use their terminology
- Use the terminology and slang of the person you're interviewing. Meet them where they are.
- Listen carefully
- Avoid completing sentences for the source, or filling in a word when the source is struggling to find one, or asking another question when the source pauses for "too long." Let the source fill the spaces.
- On short or slow answers, follow up
- When the source supplies a response that's much shorter than most other responses, or when a response contains atypically little content, it's possible that you've touched on something that the "committee" doesn't want to speak about. Follow up.
- Use the hypothetical
- If the source seems blocked by something, ask a hypothetical: "If you did know what was best, what would it look like?"
- Seek clarification
- Use "starters" such as "By that you mean…" or "Say more about that." Encourage the source to ramble on a bit without specific guidance. Because clarifications give other "committee" members a chance to speak up, they frequently elicit information that was outside the source's awareness.
- Try to get corrected
- If you have a guess about something, and open questions haven't worked, try making a statement that you know is incomplete or incorrect in some way. The committee member who knows better might then seize the floor and blurt out a correction.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenWgIKMjXrUKslmfKrner@ChacwpsjdWRZPsHoxPsSoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Communication at Work:
- Irrational Self-Interest
- When we try to influence others, especially large groups or entire companies, we sometimes create packages
of incentives and disincentives that are intended to affect behavior. These strategies usually assume
that people make choices on rational grounds. Is this assumption valid?
- When You Aren't Supposed to Say: II
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. Sometimes people who try to extract that information use techniques based on misdirection.
Here are some of them.
- Definitions of Insanity
- When leaders try to motivate organizational change, they often resort to clever sloganeering. One of
the most commonly used slogans is a definition of insanity. Unfortunately, that definition doesn't pass
the sanity test.
- Achieving Goals: Inspiring Passion and Action
- Achieving your goals requires both passion and action. Knowing when to emphasize passion and when to
emphasize action are the keys to managing yourself, or others, toward achievement.
- Recognizing Hurtful Dismissiveness
- "Never mind" can mean anything from "Excuse me, I'm sorry," to, "You lame idiot,
it's beyond you," and more. The former is apologetic and courteous. The latter is dismissive and
hurtful. We have dozens of verbal tactics for hurting each other dismissively. How can we recognize them?
Forthcoming issues of Point Lookout
- Coming February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
- And on March 7: Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically place their own interests and welfare ahead of anyone or anything else. In this Part II of the series we consider the narcissistic preoccupation with superiority fantasies. Available here and by RSS on March 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenVLSvsUOsZCxIRSXAner@ChacuFGfjOxyhGWWssVWoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.