essential-guide-to-qualitative-in-organizational-research

48 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––The critical interview technique is a qualitative interview procedure, which facilitates theinvestigation of significant occurrences (events, incidents, processes or issues), identifiedby the respondent, the way they are managed, and the outcomes in terms of perceivedeffects. The objective is to gain an understanding of the incident from the perspective ofthe individual, taking into account cognitive, affective and behavioural elements.There are six distinguishable aspects of the method:1 introducing the CIT method and getting the interview under way;2 focusing the theme and giving an account of oneself as researcher to the respondent;3 controlling the interview, by probing the incidents and clarifying one’s understanding;4 concluding the interview;5 taking care of ethical issues;6 analysing the data.Introducing CITOnce the researcher has gained access s/he should explain succinctly what the nature of thecritical incident interview is, and outline the purposes of the research and any possible benefits,particularly where there may be practical and/or policy implications. It is wise to raise issuesof confidentiality at this juncture and to give assurances as necessary. This type of interviewgives the respondent an opportunity to take ‘time out’, to reflect upon a number of key issuesand events. For this reason it is often enjoyed and viewed by the respondent to be more likea conversation. Thus, establishing a rapport of trust and confidence is important. Conductingthe interview where the respondent is uncomfortable or tense does happen but should notbe due to the interviewer’s presence. Handling feelings is an important skill.In some instances the respondent appears not to be able to identify any critical incidents.This may be puzzling; as it seems difficult to comprehend that nothing of substance appearsto have been happening. Clearly there is an ethical issue in respect of how the interviewer thenhandles the interview. The interview should not be ‘forced’, although it may well be moredifficult for the interviewer to explore the apparent non-events and lengthy periods of absenceof incident with the respondent in a way that yields useful information.Focusing the themeThe interviewer must focus the respondent’s attention and be able to explain succinctly theCIT in the context of the topic to be discussed. The interviewer must be ready for arespondent who will deny that ‘anything has happened’. One ploy is to get respondents tothink about the sequence of events that have transpired over the past (say) five years by meansof a visual aid – a double-arrow-headed line on a single sheet of paper. The respondent isencouraged to mark the position of the ‘here and now’ and work backwards, marking criticalevents along its length. This visual aid serves several purposes; it focuses attention, enables theinterviewee to relax, jogs the memory and enables the researcher to get a sense of the natureand chronology of any critical events.The interviewer will then ask the respondent to ‘select three events ’ . S/he may indicatethat all incidents have been either negative or positive. The interviewer must accept this initial