Interviewing for Information
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INTERVIEWING FOR INFORMATION
SELF-DEVELOPMENT GUIDE
CONTENT DESCRIPTIONS
| |SUMMARY |
|SECTION 1 |Introduction |
| |Learning Objectives |
| |Duration |
| |Design Principles |
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|SECTION 2 |Interviewing - The Basics |
| |The Basics - Getting Started |
| |Initial Practice Scenarios |
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|SECTION 3 |Choosing The Type Of Interview |
| |Structured and Unstructured Interviews |
| |Selecting an Interview Type |
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|SECTION 4 |Using An Interview Methodology |
| |Your Interview Methodology |
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|SECTION 5 |High Value Interviewing Techniques |
| |The Interview Technique Toolbox |
| |Applying A Selected Technique |
| |Organizing Your Interview Results |
| | |
|APPENDICES |Answers to Exercises |
| |Sample Memo |
INTERVIEWING FOR INFORMATION
SELF DEVELOPMENT GUIDE
SECTION 1
INTRODUCTION
This Self Development Guide provides the information and activities to help you learn to interview clients for information. This module is a starting point in your skills development in this area. Continued practice will be necessary to establish the new skills as a permanent part of your daily work habits.
This module gives a good overview of interviewing for information. It summarizes proven methods and condenses tips and hints in one resource. Additional resources are included for further research.
The program uses two delivery methods: 1) self-instructional materials, and 2) a workshop where the students have an opportunity to practice “interactive” skills, share ideas, and get feedback from experienced instructors.
LEARNING OBJECTIVES
Participants should be able to:
Given an engagement situation,
Select the information you would interview for.
Select who you would interview.
Identify the types of information you might expect to get.
Describe the difference between a structured and unstructured interview.
Describe the advantages and disadvantages of structured and unstructured interviews.
Determine when to use a structured or an unstructured interview.
Describe the how to use the interview methodology.
Describe selected interviewing techniques and explain the value of each.
DURATION
Since this is a self-instructional program that may span several weeks, the time will vary based on individual needs and capabilities. Therefore, the elapsed time shown below is an estimate.
|Section |Time Estimate |
|1 |5 minutes |
|2 |20 min. |
|3 |30 min. |
|4 |20 min. |
|5 |30 min. |
DESIGN PRINCIPLES
This learning program is based on these principles:
Each individual owns his or her own career and skill development.
Adults are capable of independent learning. We don’t need to be in a classroom to read, understand, and recall.
Classroom or workshop time should be devoted to activities that benefit from high interaction among professionals, instruction from a professional leader, or the opportunity to practice in a simulated environment.
Learning takes many forms: much of our success derives from knowing where to find information, or from accessing usable job aids. We do not have to commit everything to memory.
We learn best in small doses, focused on a topic, with the opportunity to practice and apply the information. Practice and application should come as soon as possible after learning.
Adults read, understand, and learn at different rates. Development is most effective when the learner can control the pace.
Feedback must be candid, relevant, usable, and timely to be effective, and all learners need feedback in different forms to know they are making progress.
Hitachi Consulting hires only professionals who have demonstrated a high degree of self-discipline, exceptional work ethic, high intelligence, and self-confidence. The development programs are designed to this profile.
INTERVIEWING FOR INFORMATION
SELF DEVELOPMENT GUIDE
SECTION 2
INTERVIEWING - THE BASICS
Interviewing - The Basics
Objectives
After successfully completing this section, you should be able to
Given an engagement situation,
Select the information you would interview for.
Select who you would interview.
Identify the types of information you might expect to get.
Why Learn This?
To get the “right” information, you need to be able to select the information you’re looking for, the people you think would know that information, and be able to classify it so you can organize the information and make it useful.
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Overview
“Inter . . . view” – exchanging views, information, ideas, feelings. Sometimes between just two people, other times, among many people at once. Interviewing skills are fundamental to a consultant’s success. Why? Because success so frequently depends upon gaining insights and knowledge from others. Though we use other means to gather information (e.g. surveys, document reviews), our focus here is the Information Gathering (IG) interview. Rare is the engagement that will not require this approach.
Interviews come in many flavors:
|Employment |Coaching |
|Counseling |Depositions |
|Terminations |Performance Reviews |
|Information Gathering |Corrective Action |
However, our focus is on “Information Gathering (IG),” specifically to aid in diagnosing a problem, or gaining the information needed to help you move to the next step in an engagement.
Within the IG Interview category, a consultant may use several types of interviews and many different techniques to achieve the information-gathering goal. This module explains the different types of IG interviews and techniques.
You’ll also explore some special circumstances (i.e. thorny situations and people, and how to deal with them), and you’ll have the chance to apply some of what you learn in several Application Exercises. Over time, you will develop your own interviewing style, and techniques that work best for you. This entire module is meant as only your primer.
TYPICAL GOALS
Our business is a knowledge business, and each situation presents us with people who have knowledge we need. That is your most common goal when interviewing: get information. Information comes in many forms:
|Facts |Statistics |
|Opinions |Ideas |
|Feelings |Anecdotes |
But, whatever the form, your goal is to recognize and get the high-value information needed to make progress in the engagement.
Professional consultants know that interviews offer an opportunity to accomplish other important goals beyond just getting information. Which of these do you think may also be goals in different interview situations?
a) Marketing yourself, establishing your credibility
b) Marketing the company
c) Identify potential future engagements related to other issues and opportunities
d) Building relationships, with the individual interviewee and with his/her company
Yes, they may all be worthwhile goals in selective situations. Interviews, then, are one of our most valuable “tools-of-the-trade.”
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Activity
What’s Really Important?
This is an experiential exercise. Pick one of the three situations that best matches the service you deliver. Use your best judgment and past experience to answer the questions. Thinking through the situation will help you reinforce your analytical and planning skills for interviewing. Check your answers with the proposed answers in the appendix. If you review the answers with your Coach, focus on the rationale behind the recommended answers.
For the situation you select, assume Information Gathering Interviews will be helpful and your primary goal. Answer these questions in the accompanying space on the pages that follow:
1) Who, or which positions, would you want to interview?
2) What information would you try to get through interviews in this situation?
3) What form(s) might information take coming from the interviewees (i.e. ideas, feelings, statistics, opinions, recommendations, etc.)?
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| |The client engages Hitachi Consulting to custom-design a new Order Entry System for their Customer |
|situation one |Service Operators. Speed, ease-of-use, prompting screens that virtually eliminate mistakes – these |
| |are some of the characteristics they’ve described as important. |
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| |ABC Company acquires XYZ Company. ABC asks Hitachi Consulting to help them create an effective |
|situation two |integration plan so that XYZ’s organization can be fully absorbed into the ABC Co. This will likely |
| |mean a new organization structure for the combined entity. It could also require the elimination of |
| |many positions and possibly the creation of several new positions. |
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| |ABC Company is pleased with our approach to the organization integration issues. They explain they’re|
|situation three |inclined to engage us for it, but wonder now whether we shouldn’t also assist with the systems |
| |integration effort as well. They ask how we would approach the task of planning an efficient |
| |integration of the two different information systems. They’re particularly interested in our |
| |“interviewing requirements and approach.” |
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INTERVIEWING FOR INFORMATION
SELF DEVELOPMENT GUIDE
SECTION 3
CHOOSING THE TYPE OF INTERVIEW
Choosing The Type Of Interview
Objectives
After successfully completing this section, you should be able to:
Describe the difference between a structured and unstructured interview.
Describe the advantages and disadvantages of structured and unstructured interviews.
Determine when to use a structured or an unstructured interview.
Why Learn This?
The types of questions you ask in an interview “control” the response and the type and quality of information you get. To get the information you need, you will know the advantages and disadvantages of structured and unstructured interviews so you can select which one or what combination to use.
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Interview Types
Generally, there are two types: Structured and Unstructured, with minor variations. Though most expert interviewers mix structured and unstructured styles in an interview (to get the best of both), one technique is generally more dominant and valuable in a given situation. This discussion explores the results of following one technique over another
Structured
In a structured interview, you come with a set list of questions to cover.
You’ll tend to go pretty much in the sequence you’ve planned, allowing for little diversion from the “structured pathway” that leads to the information you want.
Unstructured
In unstructured interviews, the interviewer has goals, but goes after them in an unstructured way – letting the interviewees explore many different issues, across multiple topics.
Asking just a few, very open questions, the interviewer helps the participants to “open up,” sharing lots of information that may not be very focused.
The expert interviewer then sorts through all that’s been offered to find what’s needed.
Before reading the next page, use the space below to list some advantages and disadvantages of each type. Check your answers in the appendix.
| |Advantages |Disadvantages |
|Structured | | |
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|Unstructured | | |
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Here is a comparison of the two interview types.
|STRUCTURED |UNSTRUCTURED |
|The consultant proceeds through a definite |The consultant primes and prompts with a few questions and key issues, but |
|sequence of questions. |encourages wide-ranging conversation. |
|The consultant is in full control of the interview|The interviewee may lead the consultant through a variety of issues, more at the|
|at all times. |interviewee’s pace. The interviewer cedes more control to the interviewee. |
|Virtually the identical track will be followed |A complete picture may only come from the total of the interviewees conducted, |
|with the next interviewee, to ensure consistency |as different interviewees may cover different issues. |
|and completeness. | |
|Structured interviews tend to yield factual, |Unstructured interviews are more effective at generating feelings and ideas than|
|specific answers in response to narrow, specific |facts and data: people “open up” more in an unstructured interview. |
|questions – both open and closed questions. | |
|Efficient, straightforward, less time-consuming |Relatively inefficient; often many tangents to pursue and “extra listening” to |
|than unstructured. |do. |
Here is an example of the two interview types applied to the same situation.
|STRUCTURED |UNSTRUCTURED |
|Consultant: Do you think the new dress code helps or hurts the |Consultant: What do you think of the new dress code? |
|company’s results? |I like it. It makes Friday’s something to look forward to. |
|I like it. It makes Friday’s something to look forward to. |Consultant: And how about clarity. Do you think everyone’s clear |
|Consultant: Is the code is clear enough as to what is and isn’t |about what’s acceptable? |
|acceptable? |They should be. It seems pretty clearly written to me, except a |
|Yes. It should be easy for anyone here to tell what’s “over the |section or two that might cause confusion. |
|line, though a section or two may be a little confusing for some |Consultant: Would you want to elaborate? |
|people.” |Sure. Mary yesterday was a good example. She had on a skirt, but |
|Consultant: From what you understand, would jeans be within or |it was denim. I think that’s not allowed, but she said she wore |
|outside the new code? |that before the code, and it is a skirt. |
|Jeans would be outside the new code. It says clearly that denim |Consultant: What do you think is the right interpretation? |
|is not permitted. |Well, I’d say it’s not allowed because it’s denim. |
|Consultant: And how about T-shirts? |Consultant: Well, is it clear who makes the decision about this? |
|Also outside the code. Shirts have to have collars. |Who sets the rules? |
| |I don’t think so. I’m not sure who I’d ask. But we are going to |
| |have to be clear about all this with everyone. |
From the above example, you can see that the structured interview will tend to get you specific answers to specific questions, but often it misses the feelings, attitudes, and subtleties in a situation. That may be fine, depending upon what information you are trying to get. Often, multiple forms of information are important to your research, this is why a mix of the two types of interviews may be used in the same session.
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Activity
Which Type Should You Use?
You are going to use the same three situations from Section 2. Remember, though most expert interviewers mix structured and unstructured styles in an interview (to get the best of both), one technique is generally more dominant and valuable in a given situation.
This is only a starter exercise. You are not expected to be an expert either before or after this one exercise. Focus on the basics for now. More advanced skills can be acquired after you master the basics.
When determining which interview type you will primarily use, think about
* What information do you need to get?
* Do you need to focus on predetermined areas or will it be an advantage to keep it more open?
* Will you need just facts or both facts and feelings?
* Will you need to control the direction of the interview?
For each situation, identify which type of interview you believe would be more productive to use. Explain why.
Situation One: The client engages Hitachi Consulting to custom-design a new Order Entry System for their Customer Service Operators. Speed, ease-of-use, prompting screens that virtually eliminate mistakes – these are some of the characteristics they’ve described as important.
Situation Two: ABC Company acquires XYZ Company. ABC asks Hitachi Consulting to help them create an effective integration plan so that XYZ’s organization can be fully absorbed into the ABC Co. This will likely mean a new organization structure for the combined entity. It could also require the elimination of many positions and possibly the creation of several new positions.
Situation Three: ABC Company is pleased with our approach to the organization integration issues. They explain they’re inclined to engage us for it, but wonder now whether we shouldn’t also assist with the systems integration effort as well. They ask how we would approach the task of planning an efficient integration of the two different information systems. They’re particularly interested in our “interviewing requirements and approach.”
INTERVIEWING FOR INFORMATION
SELF DEVELOPMENT GUIDE
SECTION 4
USING AN INTERVIEW METHODOLOGY
Using An Interview Methodology
Objectives
After successfully completing this section, you should be able to
Explain how to use the interview methodology.
Why Learn This?
You will want to learn and use this methodology to save time “reinventing” your processes and to be able to work consistently with others within Hitachi Consulting.
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Develop Your Interviewing Methodology
How much productivity would you lose each day were you to “reinvent” the way you tie your shoes or drive to work? Routines, or methodologies, help our efficiency and our effectiveness. Consultants need a set routine for managing the information interview process. Though you will develop your own variations, here is a checklist to get you started. When an IG Interview is ahead, step through these elements to heighten your effectiveness:
I. Set goals
a. What will you try to get from these interviews?
b. How narrowly focused should you be, versus exploring a wider range of issues?
c. What are the minimum outcomes you’ll need?
II. Plan the people
a. Who should you interview?
b. In what sequence?
c. What do you expect to get from each?
III. Plan the logistics
a. When should these interviews occur: early or late in the week, early or late in the day?
b. Where should they be held: a neutral site, conference room, the interviewees’ offices?
c. Should the interviews be conducted in group or individual sessions?
d. How many consultants need to participate in the interview? Include such factors as
i. What skill sets need to be represented
ii. What industry experience should be present
iii. What roles need to be played
iv. What relationships exist
v. How the presence of certain individuals will affect the information gathered
IV. Communicate
a. What should participants know in advance to maximize the results: agenda, expected outcomes, topic areas, timing and location?
b. Who will notify participants that they have been selected for interviewing: Hitachi Consulting, the client?
c. When is the best time to inform people?
d. What is the best medium for this communication?
V. Select your type and techniques
a. Given the situation and the nature of the participants, which interview type (structured or unstructured, or hybrid) and techniques (these are described in the next section, e.g. “What If”; “Pro/Con”, Open or Closed Questions, etc.) will work best for you?
VI. Script your part
a. What are your core questions – the ones you want to be sure are asked and answered?
b. What is the best sequence for your interview content: how will you move from general-to-specific, neutral-to-contentious, easy-to-tough?
c. What questions will take you through the 3-layered sequence (see the next section for details on this technique), from organization level, to people and processes, to the personal level?
d. What is your introduction/opening: how will you clearly explain goals, conduct, timing, etc.?
e. What is your closing: how will you end the interview in a positive way? Are there next steps to outline, or follow-ups to be scheduled?
Opening Tips
During your opening remarks, tell the interviewee what the interview is about and how the interview will be conducted. Depending on the situation, you may communicate this information with a memo prior to the interview see the sample in the appendix.
Note Taking Tips
Use your memory as much as possible. When writing, keep your notes brief. Use delayed note taking with sensitive information. Schedule 15-30 minutes between interviews to write and review notes.
Interview Observation Evaluation
The Observer Evaluation Form used in the “Interviewing for Information” workshop is included as an appendix. It may be helpful to use the form as a guide for what should be done during an interview.
Core Questions - Problem Solving Sample
Just above we highlighted the importance of developing “core questions” for each of your interview situations. Here is an example, using a general “Problem-Solving Situation” as the impetus for the engagement.
This situation is common because many engagements have their roots in some type of problem the client cannot solve without external help. Often, our best starting point is a round of interviews designed to isolate and define the problem clearly and to begin to gather insights into potential solutions.
Think of the “interview track” that follows as a basic template. These would be your core questions. Though you might wander along a few tangents, you would ensure your participants answer these questions clearly and fully.
Core Questions . . .
1. In your own words, how would you define the problem, or the reason for seeking outside help?
2. What are the dimensions and impacts of the problem?
o When does it occur?
o Who is affected, and in what ways?
o Where does the problem show up?
o When it occurs, what is the result?
3. What is your view as to causes? What factors contribute to perpetuating this problem?
4. What efforts have been made already to correct it?
o What have the results been?
5. Describe the “desired state”: how would things look/work if we’re successful?
6. What recommendations could you offer, or alternatives to consider, for pursuing an efficient, lasting solution?
INTERVIEWING FOR INFORMATION
SELF DEVELOPMENT GUIDE
SECTION 5
HIGH VALUE INTERVIEWING TECHNIQUES
High Value Interviewing Techniques
Objectives
After successfully completing this section, you should be able to
Describe selected interviewing techniques and explain the value of each.
Why Learn This?
When planning and conducting interviews, you must think about details such as the different type of questions you may ask, when to summarize/paraphrase, and when will a follow-up question be needed. To be capable of this level of detail planning, you must have a “toolbox” of techniques to select from. This section provides you with a ready-made package that you will modify and add to as you gain more experience.
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HIGH VALUE TECHNIQUES
In the table below are selected techniques (in no particular order) for your use in upcoming exercises and in future interviews you will conduct with clients. Use it as a reference in mastering these techniques.
|TECHNIQUE |DESCRIPTION/VALUE |EXAMPLE |
|Direct Question |Seeks specific information. |Which positions in the I.S. group do you believe |
| | |lack clear accountabilities? |
|What If/ |Helps people move beyond their limited, |What if we could start over? How would you design |
|Just Suppose |well-defined, present circumstances to consider |this system differently? Just suppose budgets were |
| |creative alternatives. |unlimited . . . what could you do to improve the |
| | |network’s performance in the next 18 months? |
|Summarize |Periodically, recap the key points the |So if I’ve understood you correctly, there are three|
| |interviewee has raised. This helps ensure mutual |key issues here: funding levels, talent gaps in the |
| |understanding. It also serves as a prompt to |group, and the tight deadline. Is that all? |
| |elicit more. | |
|Reflect |Restate what’s been said in different words: to |You’re saying there’s a gap in some key skills to |
| |clarify and elicit more. |get the project done? |
|Open Question |Requires more than a “yes” or “no” answer, |What recommendations would you have for improving |
| |stimulates thinking, usually begins with “what,” |the accuracy of the data at the input stage? |
| |“how,” “when,” “why.” | |
|Closed Question |Seeks one-word answers; closes discussion; |Do you understand the usage requirements? Do you |
| |usually begins with “is,” can,” “how many,” etc. |think the changes are, overall, good or bad? How |
| | |many times does this happen in an average month? |
|Pro/Con |Ask people to address both sides of an issue, not|What would be the advantages and the disadvantages, |
| |just one, to help them fully explore the topic. |of moving up the deadline? How would you describe |
| | |the two best pro’s and the two worst con’s of |
| | |changing the project team at this stage? |
|Note Taking |We think we’ll remember all the key points – but | |
| |we don’t. Notes are essential, especially when | |
| |conducting multiple interviews. Also, it’s a sign| |
| |to the interviewee that you value what they have | |
| |to offer. It may be beneficial to assign someone | |
| |from Hitachi Consulting to attend in the role of | |
| |“scribe”. | |
|Challenge |Keeps interviewees “alert” that you are not |I’m having some difficulty with that idea. Would you|
| |simply taking everything offered without critical|give me an example or two of how that would work in |
| |thinking. |the real world? |
| | |Can you cite a few specifics to support your |
| | |position, or are we working with beliefs only at |
| | |this stage? |
|Ice Breaker |Starting with hard-edged questions can be |Sports, weather, etc. |
| |intimidating to people, hindering open | |
| |discussion. But don’t spend more than a minute on| |
| |these ice breakers, or you risk being seen as a | |
| |time-waster. | |
|3-Layered Sequence |Most problems, or issues, can be explored on |Problem: should we invest in new software now, or |
|Macro: business & / or organization |three levels, shown at left. Be sure to explore |try to wait two years? |
|level |all three when the interview’s goal is to get |Layer One: |
|People & Processes |information related to problem solving. |Tell me how you think the current programs help or |
|Personal | |hurt the company in serving its customers? |
| |It is often easiest for interviewees to explore a|Layer Two: |
| |problem by moving through the three layers in |Can you describe how the order fulfillment process |
| |sequence. |in particular suffers? Or the operators who work |
| | |within the process at different stages? |
| | |Layer Three: |
| | |How is your work personally affected by this package|
| | |of programs? What changes would most help you |
| | |personally to perform at higher levels? |
| “SIALR” |Expert interviewers tend to have a favored |Scope |
|(pronounced sailor) |“track” they follow – a pattern, or sequence, |(Get your bearings): |
|Scope |that helps them move through “diagnostic |Tell me about the scope of your responsibilities. |
|Issues |interviews” efficiently and smoothly. One of |Issues |
|Assets |these is the “SIALR.” |How would you describe the specific issues, or |
|Liabilities |Each of the five elements is a topic area, within|problems, under investigation here? What are the |
|Recommendations |which specific questions are posed to draw out |most important questions to be resolved? |
| |the interviewee. |Assets |
| | |In looking at your company, or group, what would |
| | |you cite as their best assets, or strengths? What |
| | |should we try to build on moving forward? |
| | |Liabilities |
| | |And the converse: what are the company’s major |
| | |weaknesses, or liabilities? The things we should be |
| | |working to improve? |
| | |Recommendations |
| | |What specific ideas can you offer to help resolve |
| | |the issues, or solve the problems? |
|Work from “easy-to-tough”, |This pattern leads interviewees along in a far | |
|“general-to-specific”, and |less threatening way. | |
|“neutral-to-contentious” | | |
|Open with clarity |Explain the agenda, the content, the objectives, |In the 45-minutes we have this morning, I expect |
| |the time, and your expectations for this |we’ll focus on the data cleanup effort underway. I’m|
| |interview. |particularly interested in your views as to how we |
| | |could speed up the process to meet our deadline. |
|Build rapport |Use your ice breakers. Don’t be afraid of humor,| |
| |or being a bit casual. Eye contact, tone of | |
| |voice, and body language are actually far more | |
| |important than words in building rapport. Trust | |
| |and comfort are essential ingredients if people | |
| |are going to open up to you, and their sense of | |
| |trust and comfort derive from your tone, your | |
| |eyes, and your overall body language. | |
|Use your body language to advantage |Keep solid eye contact and straight-up, | |
| |“I’m-interested” posture. Don’t encroach on the | |
| |interviewee’s space. | |
|Use prompts and probes |The first answer you get is rarely all of it. |Really? Can you be more specific about that? |
| |Learn to follow-up on a question, and to prompt |That’s good, but it would help if you could give me |
| |more from people on the meaty issues. |a few examples. |
| | |Oh? And then what happened? |
| | |And, how did you feel about that? |
|Convert low-value answers into |Don’t settle for low-value responses. These are |Low-Value Examples: |
|high-value answers. |too general, or abstract, to give you much useful|1) People are really stressed out about this system.|
| |information. When you get one, use follow-up |2) We just don’t have enough resources to make that |
| |questions to convert them into high-value |kind of program work here. |
| |responses. |3) Customer complaints are higher than anytime |
| | |before. Things are getting worse. |
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Activity
Going For High Value Answers
Let’s see what you can do with the last technique – convert low-value answers into high-value answers. For the three examples below that could have occurred in your previous exercise, develop questions that would help you to clarify the situations and elicit higher quality information from the interviewee. One or two follow-up questions for each of the three will do.
1) People are really stressed out about this system.
_____________________________________________________________________
_____________________________________________________________________
2) We just don’t have enough resources to make that kind of program work here.
_____________________________________________________________________
_____________________________________________________________________
3) Customer complaints are higher than anytime before. Things are getting worse.
_____________________________________________________________________
_____________________________________________________________________
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Activity
You’ve Interviewed All of Them ... Now What?
When the interviews are done, what will you do with the results? If you’ve been effective, you’ll likely be overwhelmed with information in many forms (documents handed to you, ideas, feelings, recommendations, etc.). What to do next?
Get organized!
Feel free to develop a method that works for you, but do use a method.
For example:
Organize the information you’ve gathered by category: “Problem Definitions,” “Potential Problem Causes,” “Desired State Descriptions,” “Recommended Solutions,” etc. This kind of categorization will help you better organize your next activity (e.g. writing a recap or status report).
Another useful activity after a round of interviews is to de-brief with someone else. The person does not have to be part of the interview process. Someone else from the project team can provide a good sounding board. The value: as you talk through your notes and observations, you’ll find insights come to the surface that would have remained hidden had you simply worked in isolation, poring back over all your notes. NOTE: Be careful about confidentiality when selecting someone to de-brief with. Without other direction from your supervisor, all client information should be kept confidential to the client team and those individuals involved in the technical review process.
Third: use a high-value tool or technique to help you sort, evaluate, and make sense of all your data, statistics, or opinions.
Optional Interview Results Exercise
Action - Identify below at least three tools/techniques that you think could be useful in sorting, organizing, or evaluating the output from a round of information gathering interviews and explain why.
1) Tool - ________________________________________
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2) Tool - ________________________________________
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3) Tool - ________________________________________
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INTERVIEWING FOR INFORMATION
SELF DEVELOPMENT GUIDE
APPENDIX
ANSWERS TO EXERCISES
Section 2 Answers
| | |
| |The client engages Hitachi Consulting to custom-design a new Order Entry System for their Customer |
|situation one |Service Operators. Speed, ease-of-use, prompting screens that virtually eliminate mistakes – these |
| |are some of the characteristics they’ve described as important. |
| | |
| |1) Complaints from users about the current system; which aspects they would most like to change; what|
| |an ideal system would do for them: how it would work, how they’d interact with it, functionalities; |
| |most common mistakes they make now, and why those occur; which prompts would be the most valuable. |
| | |
| | |
| | |
| |2) Operators who use the system every day; people who input to the system; I.S. Department Head and |
| |any system designers in-house; people who may use the output from the system (e.g. reports generated,|
| |and who gets them?) |
| | |
| | |
| | |
| | |
| |3) Samples: the current screens, hard copies of any output, input forms; |
| |Recommendations: description of an ideal system; what most needs fixing in the current system; |
| |Facts/statistics: most common errors made today |
| | |
| | |
| | |
| | |
| |ABC Company acquires XYZ Company. ABC asks Hitachi Consulting to help them create an effective |
|situation two |integration plan so that XYZ’s organization can be fully absorbed into the ABC Co. This will likely |
| |mean a new organization structure for the combined entity. It could also require the elimination of |
| |many positions, and possibly the creation of several new positions. |
| | |
| | |
| |1) For both companies: Organization structures, roles, responsibilities for key positions; Critical |
| |work activities and processes; High talent/ high-potential individuals; Integration budget to support|
| |high-expense activities (e.g. severance’s); Marketplace performance: how each goes to market, and |
| |customer interaction processes (and a few dozen other elements) |
| | |
| | |
| | |
| |2) All executive level and functional leaders in both companies; key department heads at lower levels|
| |(e.g. Marketing Managers; HR Managers; Controllers; MIS Managers) |
| | |
| | |
| | |
| |3) In this type of interview activity, expect to receive all forms of information: from feelings, to |
| |recommendations, to samples, to statistics; and, you’ll want it all! |
| | |
| | |
| | |
| | |
| |ABC Company is pleased with our approach to the organization integration issues. They explain they’re|
|situation three |inclined to engage us for it, but wonder now whether we shouldn’t also assist with the systems |
| |integration effort as well. They ask how we would approach the task of planning an efficient |
| |integration of the two different information systems. They’re particularly interested in our |
| |“interviewing requirements and approach.” |
| | |
| | |
| |1) Points of compatibility and non-compatibility across the full range of systems: financial, |
| |manufacturing, inventory management, customer service, human resources, etc. |
| | |
| | |
| | |
| | |
| |2) Primary: the leaders of the two Information Systems groups; probably lead designers and |
| |programmers as well; Secondary: key users who depend upon the output to manage the business. This |
| |means selective line executives, particularly in manufacturing and finance and sales. |
| | |
| | |
| | |
| | |
| |3) System spec’s; output samples; data about the two systems; opinions about the “best and worst” |
| |aspects of both systems. |
| | |
| | |
| | |
| | |
Section 3 Answers
| |Advantages |Disadvantages |
|Structured |Better control, more focus |May miss important information left out of structured |
| | |questions |
|Unstructured |Get more feeling and emotions from people. |Less control |
| | | |
| |More flexible format |Time consuming |
Selecting An Interview Type
Situation One: (The client engages Hitachi Consulting to custom-design a new Order Entry System for their Customer Service Operators. Speed, ease-of-use, prompting screens that virtually eliminate mistakes – these are some of the characteristics they’ve described as important)
Mostly structured, in order to get the facts needed to evaluate the current systems and capture the desired elements of a new one; however, allow “room” for interviewees to vent about the current system, and brainstorm about the “deal state.” That means doing something of a hybrid here – both structured and unstructured.
Situation Two: (ABC Company acquires XYZ Company. ABC asks Hitachi Consulting to help them create an effective integration plan so that XYZ’s organization can be fully absorbed into the ABC Co. This will likely mean a new organization structure for the combined entity. It could also require the elimination of many positions and possibly the creation of several new positions)
Unstructured will work well here, within limits. You’ll want your major topic areas identified (e.g. Structures, Strategies, Key Players, Major Processes, etc.), with core questions inside each; however, in this type of highly sensitive and complex situation, you would want to give your interviewees lots of room to talk about “their issues.”
Situation Three: (ABC Company is pleased with our approach to the organization integration issues. They explain they’re inclined to engage us for it, but wonder now whether we shouldn’t also assist with the systems integration effort as well. They ask how we would approach the task of planning an efficient integration of the two different information systems. They’re particularly interested in our “interviewing requirements and approach.”)
Structured interviews will generate the more usable, factual, information quickly. We need to understand both systems thoroughly and accurately. We should come in with a well-prepared question track to follow to ensure we get the facts we need to move the engagement forward.
Section 5 Answers
Converting Low Value Answers into High Value Answers - Answers
1. People are really stressed out about this system.
o “Stressed out?” Could you tell me more specifically what causes people to feel that way?
o Which aspects of the current system cause people to feel stressed?
o If you could redesign just three things about the current system, what would your top three be to help reduce the stress?
o “Resources” takes in a lot of ground: funding, headcount, expertise, facilities – let’s be more specific about where the gaps are . . .
o Which resources, specifically, are most often in short supply?
2. We just don’t have enough resources to make that kind of program work here.
o “Resources” takes in a lot of ground: funding, headcount, expertise, facilities – let’s be more specific about where the gaps are . . .
o Which resources, specifically, are most often in short supply?
3. Customer complaints are higher than anytime before. Things are getting worse.
o Which complaints do you think are the most common? Most serious?
o How many complaints are we averaging per day/week now, versus say 3 months, 6 months, and a year ago?
o When you say “getting worse,” what’s the benchmark: the number of complaints, or the content of complaints?
o In fashioning an improvement effort, which customer complaints would you target first as the most important category to reduce? Why?
Going For High Value Answers - Answers
Most of the tools and techniques could prove useful depending upon the situation; however, Check sheets, Scatterplots, Standard Data Displays – line and bar graphs, pie charts, etc., Tree Diagrams, and Cause-and-Effect Diagrams may be more commonly applicable than others. You may be able to get further insights into tools by discussing this exercise with a Coach.
INTERVIEWING FOR INFORMATION
SELF DEVELOPMENT GUIDE
APPENDIX
SAMPLE MEMO
SAMPLE SETUP LETTER TO INTERVIEWEES
Date: June 12, 199X
To: Crystallex Company Interviewees* for June 20 with Hitachi Consulting
From: Chris Trett, Consultant, Hitachi Consulting
On June 20, I will be at Crystallex Company headquarters to conduct interviews in your department. You have been selected as someone who can add value to our information gathering and problem solving processes, and I look forward to meeting with you.
As you may have already learned, our objective is to identify potential software packages suitable to Crystallex’s needs in the areas of (1) Inventory Management, (2) Customer Service, (3) Order Entry, (4) Manufacturing Cost Accounting, and (5) Financial Reporting.
My focus in the June 20 interviews will be the second and third elements of this program: Customer Service and Order Entry. You have been selected because of your current position or knowledge with respect to these programs.
Here are some things to think about in advance that will help make our limited time together productive:
What about these two current programs do you like least? What gives you the most trouble?
What do your customers find most frustrating about these two programs?
If you could design new systems from scratch, what would they be able to do that your current ones can’t?
Which elements of your job are most directly affected – negatively – by the current systems?
Feel free to add to my list, and I’ll have some other questions for us to explore when we meet. Please bring any written notes or examples you can pull together by June 20.
Each interview is scheduled for 90 minutes. We will conduct them in your work area so we will have easy access to the current programs should we want to “use them” for some examples.
Thank you for your efforts. Together, I’m confident we can make significant progress quickly.
Sincerely,
Chris Trett
*Distribution per client selections
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The Basics - Getting Started
Initial Practice Interview Scenarios
Structured and Unstructured Interviews
Selecting An Interview Type
Your Interview Methodology
The Interviewing Techniques Toolbox
Applying a Selected Technique
Organizing Your Interview Results
Interviewing For Information
Self-Development Guide
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