Module 4

Module Introduction: Conduct and Reenter the Loop

  • Focus: Examination of the concept of conducting, which includes planning how to acquire information, returning to the loop after receiving information, assessing information, and capturing that information systematically.

  • Instructor: Professor Brecker discusses the necessity of returning to the loop and applying planning and structuring questions in the process of conducting investigations.

Conducting Information Acquisition

  • Information Acquisition Process:

    • There is a prescribed process for acquiring information during an investigation.

    • Professor Brecker outlines effective methods for obtaining information from sources.

    • Key aspects of conducting include:

    • Actively acquiring information: Think about how to seek it and evaluate its accessibility.

    • Preparing for investigatory interviews: Ensure thorough preparation before meetings with subjects.

  • Considerations for Document Gathering:

    • When gathering documents or non-interview sources, consider:

    • Confidentiality: Will the information require special arrangements or consent for access?

    • Need for assistance: Do you need help in acquiring certain documents?

    • Proximity of information: Is additional information available that pertains to the same subject?

    • For example, if the HRIS system contains various sources, pulling all relevant information can be more efficient, but review only what is necessary to avoid bias.

  • Options for Information Order:

    • Once the order of information acquisition is set, be flexible; the selected source might not be available, necessitating reconsideration of other options.

Case Study: Morgan

  • Scenario:

    • Meeting scheduled with Alex for the following morning.

    • Instruction given to Alex: Do not discuss any relevant information prior to the meeting.

    • Additional materials received from Morgan, which include:

    • Email correspondence.

    • Organizational chart from HRIS (not located with other HRIS items).

    • Decision made: Only the HRIS org chart and email information were added to the information list.

  • Details from the Org Chart and Email:

    • HRIS organizational chart shows Morgan in a previous position as administrative assistant, reporting to Alex.

    • Email chain includes communication from Morgan to Jesse, which received Jesse's terse response of "USLESS" in all capital letters, indicating possible frustration or dismissiveness.

Loop Return and Key Questions

  • Returning to the Loop:

    • Upon returning, consider three overarching questions each time information is acquired:

    1. Do you need to inform anyone about the new findings?

    2. Is immediate action required, or should you seek advice on how to proceed?

    • Example: If confidential information arises, evaluate if you need permission or advice to access it.

  • Steps to Re-enter the Loop:

    • What do you have?: Update the information list by documenting recent findings.

    • Remove any subjective assessments (opinions, assumptions, conclusions).

    • Review and assess the nature of the information for further action needed.

    • Evaluation of information context: Consider whether new sources confirm, dispute, or require additional follow-up.

    • Example scenario: If a complainant claims good performance and a manager corroborates this, consider pulling official performance reports as further verification.

Assessing the Information

  • Key Principles for Assessment:

    • For any information, continuously evaluate new items for relevance or necessity of follow-up.

    • Example situations include:

    • Emotional responses during interviews may not always necessitate further investigation.

  • Planning for Further Information:

    • Ask:

    1. What do I need to know?

    2. Where can I find it?

    • Review the sources related to the complainant's statements while revising the People, Places, and Documents (PPD) list.

    • Remove unnecessary sources and add new relevant sources.

  • Broadening the Sources:

    • Listing all potential sources allows for better planning and identifying the most valuable sources for gathering information.

    • This practice helps in finding supplementary sources if initial ones are insufficient.

Structuring Information After Conducting

  • Moving into Structuring Phase:

    • Identify and clarify issues: What are the relevant policies?

    • Revise behavioral issues on the list with new insights.

    • Seek advice if new issues arise that are outside the current investigation.

    • Establish a sequence for gathering information: Select three primary sources and justify their selection.

  • Conducting Information Gathering:

    • Before starting, consider the best approach to seek the required information and check its availability.

Practical Exercise and Reflective Assessment

  • Morgan Case Study Reflection:

    • After assessing the organizational chart and email, engage in self-reflection by answering assessment questions on the information gathered.