Interviewing for Information and Summarising Information

School of Computing

Interviewing for Information and Summarising Information

Anne Siedle

September 2007

SECTION ONEInterviewing for Information...... 2

1Introduction...... 3

2Preparing for the Interview…………………………………………...4

2.1Defining the Purpose and the Agenda………………………... 4

2.2Developing questions………………………………………….4

2.2.1Direct Questions………………………………………..5

2.2.2Open Questions…………………………………………5

2.2.3Probing Questions………………………………………6

2.2.4Mirror Questions………………………………………..6

2.3Structuring the Interview……………………………………...7

3Arranging the Interview……………………………………………...8

4Conducting the Interview…………………………………………….9

4.1Introduction to the Interview…………………………………..9

4.2Body of the Interview…………………………………………10

4.3Conclusion of the Interview…………………………………..11

4.4Recording the Information……………………………………11

5Conclusion…………………………………………………………12

SECTION 2 Summarising Information

1Introduction…………………………………………………………14

2Business Summaries………………………………………………...

3Why Summarise?…………………………………………………... 17

4Producing a Written Summary……………………………………..

5Conclusion…………………………………………………………..20

SECTION ONE

Interviewing for Information

1INTRODUCTION

Within the field of work, and during any course of study, it is likely that it will, at times, be necessary to conduct a number of interviews in order to obtain information. This information collection, will normally fall into one or more of the following categories:

Data gathering

Verification

Consultation

Whatever the ultimate purpose of the interview, it is essential for the interviewer to approach the situation in a professional manner. Thus, it is not advisable to treat an interview simply as a conversation during which information is gathered. Certainly, interviews are similar to conversations in that they are both interpersonal communication situations but, there are differences.

Essentially, an interview is a specalised form of communication conducted for a specific task-related purpose. However, if this purposeful communication is treated too casually or poorly planned, it is likely that it will fail to accomplish its purpose.

Consequently, as with any form of purposeful communication, the interview must be prepared with care and properly executed.

Thus, chapter two of this section deals with interview preparation and development of appropriate types of questions. Chapter three deals with arranging the interview and chapter 4 discusses the conducting of the interview and recording of the information gained.

2PREPARING FOR THE INTERVIEW

Before embarking on or arranging any interview, a certain amount of preparation is required. Certainly, it would prove embarrassing to ask someone for an interview and be granted one there and then if no questions had been previously prepared. Consequently, it is essential to define beforehand the purpose of the interview, develop some questions, and think about the structure of the interview.

2.1Defining the Purpose and the Agenda

In order to define the purpose of the interview, it is necessary to ascertain what you wish to accomplish in terms of the content of the interview. These answers will then provide the aims and objectives of the interview. However, it is also necessary to ascertain what you wish to accomplish in terms of the interview process. Thus, it is necessary to consider the interviewee and assess how the communication process will affect any existing relationship or the development of a new relationship.

When developing the agenda, you should consider what type of information you require in order to meet your objectives and list the topics that need to be covered in order of priority. By listing them in this manner, should the interview be curtailed for any reason, the most important areas will probably have been covered.

2.2Developing Questions

In order to conduct a professional interview, it is vital to perpare questions in advance. These questions, which will be dictated by the interview objectives defined, should encourage information sharing.

At this point, it is wise to note that while any interviewer can ask questions, only well prepared interviewers will ask questions sufficiently effective to achieve the desired objectives.

Because the process of the interview is of equal importance to the outcome, it may prove necessary to adapt the questions to a particular interviewee. Hence, when formulating the questions remember they must be phrased clearly and in understandable terms.

Moreover, different types of questions will be necessary depending upon the type of information you require.

2.2.1Direct Questions: eg. How many lectures have you attended?

Direct or Closed questions restrict the answer of the interviewee in that they can usually only proffer one specific answer. Thus, they are ideal for obtaining statistical information, specific facts or clarification of a point. However, they do not encourage the interviewee to talk or express their opinion as they allow little or no freedom of response. Moreover, if used exclusively within an interview situation, the interviewee may feel interrogated rather than consulted.

In general, use direct questions when you want to:

save time

obtain specific information

clarify a point

avoid extensive explanations

maintain control

2.2.2Open Questions: eg. How do you see the problem?

Open questions allow the interviewee maximum freedom of response. They allow freedom of discussion and if selected carefully can reveal a persons attitudes, motivation, beliefs etc. Normally used to elicit broad, general information, they can, if used at the beginning of the interview, prove especially useful in establishing rapport. Nevertheless, if not selected carefully, this type of question can be very time consuming. Moreover, unless care is taken, it can be extremely difficult to note any answers provided or retain control of the interview.

In general, ask open questions when you want to:

establish rapport

discover the interviewees opinions

elicit general information

encourage discussion

clarify a point

2.2.3Probing Questions:

Of course, it is possible that on occasion an intial response may lack the detail required or warrant a follow-up question. Thus, for example, questions such as, “Could you tell me what you mean by lack of communication between stores and purchasing”, may well be necessary.

By utilising such questions, it is possible to elicit a greater level of detail whilst retaining control over the specific area of discussion.

2.2.4Mirror Questions:

Mirror questions are one of the most effective methods of ensuring that real communication is taking place. This is because they provide feedback to both interviewer and interviewee that what they are saying is actually being understood. For example, the question, “So you are saying that the problem is in the goods outward department?”, states the interviewers understanding of the interviewees answer.

Thus, by utilising this form of question, good communication is encouraged, listening may be enhanced, and an atmosphere of trust may be established.

However, when phrasing any question, it is vital to plan the construction carefully in order to avoid:

double-barrelled questions: eg. What are the pros and cons of the situation? This example contains two separate questions and the interviewee may not know which one to answer. Ask them separately.

bipolar questions: eg. Do you approve or disapprove of television? This example forces the interviewee to choose between two options, neither of which may reflect their true approach to television. They may approve of some programmes and not others.

leading questions: eg. “You want the best for the organisation, don't you? This example has indicated the response you require through the phasing of the question.

2.3Structuring the Interview

In addition to the above, it is also necessary to consider in advance whether it is desirable to move from general issues to specific issues or vice-versa. Having decided the course of action, it is then necessary to prepare some interview transitions.

Interview transitions perform the same function as links within an oral presentation in that they are designed to indicate cohesion and alert the interviewee to where the interview is going next. In addition, by using simple statements such as, “I now understand that situation, perhaps you could help me with another issue”, it is possible to maintain the interviewees interest as well as help them to maintain focus whilst allowing a move from one topic to the next.

By paying attention to such details and preparing the questions accordingly, the interview will progress in a logical manner and appear professionally planned.

3ARRANGING THE INTERVIEW

The arranging of an interview may be done in a number of ways:

by telephone

by fax

by letter

by e-mail

by personal contact

Whatever the method, it is essential to be both polite and sensitive.

Introduce yourself and state your reason for wanting an interview as clearly and concisely as possible.

Ask if the proposed interviewee is prepared to spare you some time (state the amount of time you estimate to be required) at their convenience.

Arrange the date, time, and place of the interview and thank the interviewee for their co-operation.

At this point, you should note the possibility that the proposed interviewee may be prepared to give an interview immediately. Thus, it is wise, to have the prepared questions to hand.

4CONDUCTING THE INTERVIEW

The success or otherwise of any interview will depend to a large extent on the relationship established within the first few minutes of the interview. Thus, it is vital to establish and maintain a supportive communication climate: a rapport.

This requires sensitivity to, and constant analysis of, the interview situation in order for adaptation of the interaction to take place. Thus, when sensing that the climate is less than supportive, move away from the content and deal with the relationship side of the interaction.

The relationship between interviewer and interviewee does not, of course, depend solely on verbal communication behaviour: listening skills and non-verbal communication also play their part.

Hence, it is vital to indicate by gestures such as movements of the body or hands as well as by verbal affirmations that you are:

listening to and comprehending the content
listening to and evaluating the information
listening for and evaluating feelings
listening and striving to establish empathy with the interviewee

4.1Introduction to the Interview

When commencing any interview, it is essential to convey an immediate favourable impression. Thus, one should:

greet the interviewee politely

thank them for giving their valuable time

state the purpose of the interview

state how the interviewee can help you achieve that purpose

state how the information will be used

4.2Body of the Interview

In general, the body of the interview will follow the plan prepared in advance. However, it must be remembered that in order to maintain rapport and effective communication, it is necessary to be sensitive to the feelings of the interviewee. Thus, it may be necessary not only to adapt the prepared questions but also to change the sequence of questions.

While it is wise to note that the interviewee should do most of the talking, the interviewer must control the topic of conversation if they are to obtain the relevant information. Thus, it is essential to, unobtrusively, keep the interviewee to the point.

Given that the whole point of the interview is to obtain information, the interviewer should also:

encourage the interviewee to talk freely

listen sympathetically

maintain eye-contact with the interviewee

offer continual responses which reassure the interviewee they are being taken seriously

subordinate, to some extent, their own personality

show no surprise or criticism

be sensitive to when the interview should conclude

4.3Conclusion of the Interview

When coming towards the conclusion of an interview, the interviewer should indicate explicitly that the interview is about to end. By doing so, not only is the interviewee made aware of the situation but also provided with an opportunity to 'sum up', ask questions, or indicate further helpful sources of information.

In addition, it also provides the interviewer with the opportunity to summarise the information obtained and, thereby, check the accuracy of their comprehension. Thus, at this point the interviewee is able to correct any errors of understanding or

mis-interpretation. Hence, the interview should end on a positive note of mutual understanding and trust.

Finally, it is essential not to forget to thank the interviewee for their time and attention.

4.4Recording the Information

When conducting an interview to obtain information, it is usually impossible to retain and remember everything that has been stated. Thus, it is normally necessary to take notes or record the interview on tape. Whatever the preferred method, do remember to ask the interviewees permission.

If taking notes, it is essential to take them as unobtrusively as possible and to maintain eye-contact with the interviewee. Consequently, it is best to develop a variation of shorthand rather than trying to obtain a full and complete transcript of the interview.

If the interview is to be recorded on tape, it is essential to keep the recorder out of sight if possible as they can appear rather threatening.

By following the above, it is likely that the interview will not only achieve the desired result but that the interview has also established a positive relationship between the interviewer and the interviewee.

5CONCLUSION

This section of the document has dealt with the main features relating to interviewing for information. It has stressed the importance of advance preparation in terms of question types and structure, and discussed how to arrange an interview. It has also discussed the various elements that relate to effectively, and successfully, conducting an interview. In addition the recording of information gained has also been discussed.

SECTION 2

Summarising Information

1INTRODUCTION

Summarisng information is a task that most people undertake on a regular basis, very often without realising it. For example, this task occurs during day-to-day conversations when information gained in one conversation is passed on or transmitted to other interested parties.

In such conversations, much of what is said may be concerned with day-to-day pleasantries - enquiries regarding health, family etc. Whilst such topics form the basis for positive relationships and fulfil certain rules of etiquette, they may be incidental to the actual message the communicator wishes to transmit.

Clearly, when information is passed on from such conversations to other interested parties, it is not necessary, or usual, to include the 'incidentals'. What is passed on or transmitted are the important parts or key elements of the original communication. In essence, the conversation is summarised once the contents have been analysed and decisions have been made regarding what needs to be communicated.

Unfortunately, the key elements of a message, particularly a verbal message, are not always recalled as clearly as is necessary for a complete and correct summary to be given. Indeed, in many instances, some of the key elements may be missed completely or even altered slightly and, thereby, the intended message is partially or wholly lost.

Such situations can create ambiguity and mis-understanding that may lead to loss of confidence in future messages from the transmitter and, possibly, the originator of the communication.

Thus, chapter two of this section deals with the importance of business summaries and identifies the characteristics of effective information. Chapter three discusses the reasons for summarising information and chapter four provides a methodology to aid production of effective summaries of information.

2BUSINESS SUMMARIES

Whilst within our daily lives, poor or incorrect summaries may lead to loss of respect and or friendships, within a business environment the effects could prove to be catastrophic. This is due to the fact that within organisations decisions are made and actions are taken on the basis of information received.

Thus, it can be seen that a vital component of all information relayed is that it is accurate. If this were not the case, decisions could be taken on incomplete,

mis-leading or out-of-date information. The resulting poor quality decisions and possibly inappropriate actions could, in the main, only prove detrimental to the organisation. Furthermore, within the business environment, information must have a number of characteristics if it is be useful to an organisation. According to

T. Lucey [Management Information Systems, 6th Edition, DP Publications, 1991] effective information also needs to:

arrive in time to be used

be appropriate in that it is related to the recipients area of activity and current tasks

be produced at a frequency matching the decisions which need it

be presented in a manner understandable to the recipient

contain the least possible amount of detail consistent with effective use

3WHY SUMMARISE?

Clearly, in order to ensure the smooth running of any company, individuals, sections, departments and organisational levels must be in receipt of certain information.

However, if Lucey's characteristics of effective information are accepted, and as information may range from company procedures and policies through to staff suggestions or client enquiries, any material transmitted must be relevant to the receivers requirements. In essence, the information must be useful. Moreover, by ensuring that the material transmitted is relevant we can avoid what is known as 'information overload'.

Accepting that information passed from person to person, from department to department, or from level to level, within an organisation must be both relevant and accurate, in some instances, the information may need to be reproduced in an abbreviated or summarised form in order to contain the least amount of detail consistent with effective use.

Thus, with reference to written communication, abbreviated information is sent and received in the form of summary reports, minutes of meetings, and memorandum.

4PRODUCING A WRITTEN SUMMARY

Because people in business are often required to distinguish between the important and inconsequential elements in all forms of communication, the ability to summarise information completely and correctly can prove to be a beneficial skill.

What must be remembered is that the shorter the summary, the greater the loss of detail. Hence, the ability to distinguish between the essential and the non-essential is imperative if a message is to be understandable and retain its original meaning.

On occasion, making a summary is simple because the information falls into clear-cut compartments of vital and irrelevant. Unfortunately, this is not always the case. Thus, as it may be necessary to identify the key points and/or phrases, in order to undertake an effective summary, it is essential to approach the task in the following methodical manner:

clarify your Terms of Reference: make sure you understand completely the task at hand

read through the document once to perceive the general content, then read it again carefully

clarify the meaning of any difficult passages, unclear phrases or unfamiliar words

pose questions relating to the meaning of the message in order to ensure understanding

identify the key words or phrases which are vital to the message and, when possible, underline them

highlight secondary phrases, those you consider important but not vital for accurate and complete understanding

constantly refer back to your terms of reference

make amendments to your summary where necessary to ensure that you meet your objectives

should there be a limit on the length of the summary, note the number of words you have used and add or subtract according to the degree of importance

write up a draft version

proof-read the draft version for clarity, completeness, accuracy

amend if necessary

write up the final version

proof-read the final version

5CONCLUSION