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Facilitation Skills
know.” Sometimes the discussion leads to asking interviewees if they have
any ideas how to find the answer. “I wonder who does know about that”
“Do you know anyone who might help us” is a possible line of questions.
Use follow-up questions to help focus the interview on a specific cause
path, such as, “And that would mean. . .” or “So what does that tell us
about the causes” “I don’t understand; could you please elaborate” is
another good question to keep the thought process going. This helps
build the interviewee’s confidence that they are doing the right thing and
are needed.
Maintain eye contact as much as possible to pick up on body
language. If you are not skilled in reading body language, start learning
or ask someone else to perform the interview. Eye contact is acceptable
in most Western cultures but may be rude or even dangerous in some
cultures.
Be enthusiastic about answers if the interviewee provides new
insights. Do not be phony in this endeavor, but let interviewees know
they are being helpful. Restate information by paraphrasing. This helps
understanding. A good paraphrase should include a summary of the
essential words (key nouns and verbs, not the modifiers), the emotional
level from which the statements are made, and what value the interviewee
places on them.
Avoid criticizing, complaining, or comparing and ask the interviewees
to do the same if you catch them doing it. When responding to questions,
use “I” not “we,” “them,” and “us” as this sets up a perception of different
camps and can cause the interviewee to choose sides.
Take good notes or ask someone else to take notes while you do the
interview. If you have a note taker, make sure you explain this function at
the beginning of the interview.
Using “dead air” or an extended pause after a question often forces
the interviewee to think more deeply about the question. We do not like
dead air and hence feel a need to fill it with something. What may seem
like a long time, often is not when things are quiet. This takes practice and
doesn’t always work, so use it according to your skills and the need to get
the conversation going.
Closing the Interview
When the questions subside and there appears to be nothing more
to learn, it is time to close the interview. A good question at the end of
the interview is, “What would you do differently” or “If you had a million
dollars to spend on this problem, what would you do”