02.02.2013 Aufrufe

2 management - School of International Business and ...

2 management - School of International Business and ...

2 management - School of International Business and ...

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Günter Lehmann<br />

– the questions should be tailored to the ability to comprehend <strong>of</strong> the subject,<br />

– a clear relationship frame must be defined in which the questions are placed,<br />

– avoid adding addenda <strong>and</strong> explanations <strong>and</strong> reasoning for the questions.<br />

2. Reasoned use <strong>of</strong> questions<br />

From my own experience, the questioning techniques shown in Fig. 2 are recommended.<br />

Questioning techniques Description Example Effect<br />

Open Questions Asking questions: Who,<br />

what, how, where, which,<br />

through what, why, how<br />

many?<br />

Close Questions Questioning limits the<br />

possibilities <strong>of</strong> answers<br />

to yes, no or 'don't know'<br />

Hypothetical questions Questioning describes<br />

future scenarios, examines<br />

possible alternatives<br />

<strong>and</strong> consequences<br />

Discrimination questions Questions are detailed<br />

<strong>and</strong> concrete assessments<br />

<strong>and</strong> allow for<br />

estimates<br />

Circular questions Questions focused on<br />

information about third<br />

persons in their absence<br />

3. Dealing with defensive behavior<br />

What have you done so<br />

quickly to adapt to this<br />

new task?<br />

Do you choose version<br />

A?<br />

"If we suppose that Case<br />

B happens, what would<br />

be the consequences?"<br />

"Which <strong>of</strong> the three<br />

recommended versions is<br />

closest to you?"<br />

"In corporate circles, one<br />

says that environmental<br />

protection is too expensive.<br />

Do you agree?"<br />

Stimulation <strong>and</strong> motivation<br />

<strong>of</strong> the partner, gain<br />

information<br />

Allows for decisions or<br />

brief statements, slows<br />

the flow <strong>of</strong> speech<br />

Extension <strong>of</strong> the current<br />

range <strong>of</strong> thought, <strong>and</strong><br />

including new possible<br />

solutions<br />

Support the ability to<br />

argue <strong>and</strong> decide<br />

Provides insight into<br />

how far subjective perceptions<br />

<strong>of</strong> the individual<br />

agree with the actual<br />

opinion <strong>of</strong> others<br />

Defensive behavior can arise in subjects if taboo themes or very personal topics are broached.<br />

This hides the fear that with their answers, the subjects will lose prestige or inappropriately reveal<br />

themselves to the interviewer. Should the questions be unavoidable, they should be structured in<br />

such a way that the subject can protect face. This includes, for example<br />

– mentioning in passing that others also have this opinion, or are burdened with the conflict,<br />

– embed the questions in the declaration that the facts discussed are »normal«,<br />

– using circular questions.<br />

Figure 2 | Description <strong>of</strong> chosen questioning techniques<br />

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