Interviewer Training

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.