There is a paradoxical relationship between the high
importance we attach to the interview and the relatively minimal quantity of
training that the “interviewer” receives during many AI-based
processes. Within traditional approaches to organizational change, interviewers are
engaged in extensive practice and feedback sessions on “good
interviewing.” It is important to remember that this traditional approach
to interviewer preparation sees the notion of the interview more as an attempt to
uncover some guarded “truth” which the interviewee is reluctant
to share. By contrast, the AI interview, partly because of its storytelling format
and partly because of the positive nature of its questions, quickly leads to an
interpersonal rapport between the interviewer and the interviewee—a rapport not
easily created within the more traditional “investigative” or
“assessment” oriented interview. Consequently, it has been our
experience that good clarity about the goal of the interview, the role of the
interviewer, and a review of a few interview tips is all that is needed in most
cases, and particularly when the interviews are done within a large group meeting
where each person functions both as interviewer and interviewee. The guidelines we
provide are as follows:
Choose someone whom you do not know or would like to know
better.
Using the interview guide as your script, interview each
other for [times are flexible depending on the situation. Allow as much time as
possible.]
Chose a location where you both feel comfortable.
When you interview, write down key words/phrases you
hear.
Introduce and ask the questions as they are written.
If necessary, use the probing questions provided in the
interview guide.
Let the interviewee tell his or her story. Try to refrain
from giving yours. You will be next.
Listen attentively, be curious about the experience, the
feelings, and the thoughts.
Allow for silence. If the other person does not want or
cannot answer a question, it is OK.
Have fun.
At the end of the two interviews, take some time to talk
with your partner about what the interview was like for you.
In the case of an organization choosing to have all interviewers
conducted by a small group of people (such as the core group), we often spend time
with them going over the following:
Key Characteristics of an Appreciative Interview
The interview is based on an assumption of health and
vitality. What is sought are incidents and examples of things at their
best.
The connection between the interviewer and the person being
interviewed is through empathy. Questions are answered in a way that evokes the
feelings in the listener.
Personal excitement, commitment, and care are qualities
that are present when the interviewer and the person being interviewed are
sharing stories of their personal peak experiences.
Intense focus by the person listening to the stories leads
to the experience of being heard fully and understood—a desirable effect from
the close sharing that takes place.
Generative questioning, caring, guiding make up the role of
the interviewer. The skill is to encourage and question without interrupting the
storyteller.
Belief, rather than doubt, is the proper stance. This is
not a time for skepticism or for questions that imply a need for
“proof.” The trust that develops from simply listening with
interest and acceptance is a major positive effect of this process.
Remember that these are stories being shared, not reporting
of facts. Detail is always useful, as is allowing for the person’s
unique individual expression of his or her world.
Additionally, when a small group undertakes to conduct
multiple interviews per interviewer, it is very helpful to build in an early
meeting for the interviewer group. The purpose of this meeting is to discuss
“what we are learning about how to conduct great
interviews.” Of course, a mini-appreciative inquiry interview is the
basis for this meeting.