6. Interview Structure
THREE MAJOR PARTS OF AN INTERVIEW
Each part crucial for information gathering and relationship management
Opening
Body interview
Closing
OPENING INTERVIEW
THE FEW SECONDS/MINUTES ARE CRITICAL
First impressions set the tone
Influences perceptions of parties and situation
Should be a dialogue; avoid interruptions
TWO STEPS IN OPENING
1) Orienting the other party
2) Establishing rapport
ESTABLISH RAPPORT
Building goodwill and trust between interviewer and interviewee
Starts with self-introduction or greeting, appropriate nonverbal actions, and personal inquiries
Use suitable verbal and nonverbal techniques
ORIENTING THE OTHER PARTY
Explain purpose, length, and nature of interview
Clarify how information will be used
State why and how interviewee was selected
Ensure mutual understanding to reduce relational uncertainty
VERBAL OPENING TECHNIQUES
State the Purpose: Explain why; sometimes withhold specific purpose for honest responses
Summarize a Problem: Useful if interviewee is unaware; inform, don't use for main body
Explain How a Problem Was Discovered: Be honest; avoid defensiveness
Offer an Incentive or Reward: Must be meaningful and appropriate; risk credibility if overused
Request for Advice or Assistance: Be sincere; need should be clear and achievable
Refer to the Known Position of the Interviewee: Identify and ensure accurate understanding
Refer to the Person Who Sent You: Only with permission
Refer to Your Organization: To indicate representation
Request a Specific Amount of Time: Propose realistic timeframe (e.g., >5-10 minutes) with continuation option
Ask a Question: Avoid simple yes/no questions
Use a Combination: Make it a dialogue, involve interviewee
NONVERBAL OPENING TECHNIQUES
Territoriality: Respect space and boundaries
Face, Appearance, Dress: Contribute to first impressions (neatness, professionalism)
Touch: Handshake or appropriate touch (in established relationships)
Reading non-verbal communication: Be aware of cultural differences; avoid over-interpreting cues
BODY INTERVIEW
STEPS TO MAKE A BODY INTERVIEW CLEAR AND PURPOSEFUL
: Decide INTERVIEW SCHEDULE
: Outline SEQUENCE
: Make an Interview Guide (not just questions) by arranging OUTLINE
: Decide QUESTION SEQUENCE
: Make a list of QUESTIONS
: Conduct the interview
OUTLINE SEQUENCE
Interview guideline provides systematic structure via outline sequence, based on:
TOPICAL: Natural divisions of topic (e.g., 5W1H)
TIME: Chronological order
SPACE: Spatial divisions (left-to-right, top-to-bottom)
CAUSE-TO-EFFECT: Addresses causes and effects
PROBLEM-SOLUTION: Problem phase then solution phase
DEVELOPING THE INTERVIEW GUIDE
Decide major information topics
Place plausible subtopics under each major topic
Determine if there are important subtopics of subtopics
Multiple outline sequences can be used, depending on topics
Ex: Exploratory Karawaci GUIDELINE INTERVIEW
Topic: Place to eat (Subtopic: heavy meals, snacks)
Topic: Recreation places (Subtopic: youth spots, famous outdoor activities)
INTERVIEW SCHEDULE TYPES
Determine if additional structuring is needed after guide creation
Helps decide whether to use guide or transform into questions
Types:
1. Nonscheduled Interview
Definition: Very informal, no prepared set of questions. The interviewer just follows the flow of conversation.
Use: Good for exploratory research or casual info-gathering.
Example:
Interviewer: “Tell me about your job.”
Respondent: “It’s stressful sometimes.”
Interviewer: “Oh really? What makes it stressful?”
2. Moderately Scheduled Interview
Definition: Interviewer prepares an outline of topics or broad questions but has flexibility to change wording, order, or add probes.
Use: Balances consistency and natural flow.
Example:
Prepared topics: Work environment, stress, coping strategies.
Interviewer: “Can you describe a typical day at work?”
(Later, if relevant:) “How do you usually manage when things get stressful?”
3. Highly Scheduled Interview
Definition: A fixed list of questions, asked in the same wording and order to every respondent. Little flexibility.
Use: Ensures comparability between participants.
Example:
Q1: “How many hours do you work per week?”
Q2: “Do you experience stress at work? Yes or No.”
Q3: “On a scale of 1–5, how effective are your coping strategies?”
4. Highly Scheduled Standardized Interview
Definition: The strictest form. Questions are not only fixed, but also the response options are standardized (like a survey read aloud).
Use: Maximum control, often used in large-scale surveys or structured assessments.
Example:
Interviewer: “In the past month, how often have you felt stressed at work?
a) Never
b) Rarely
c) Sometimes
d) Often
e) Always”
REMEMBER: COMBINED SCHEDULES
Strategically combine schedule types to meet multiple needs
Consider pros and cons of each type
STRUCTURAL OPTIONS: ADVANTAGES AND DISADVANTAGES (FIGURE 4.1)
Options influence information breadth/depth, precision, reproducibility, reliability
Affect interviewer control, required interviewee skill, adaptation freedom, and prep time
Types: Nonscheduled, Moderately Scheduled, Highly Scheduled, Highly Scheduled Standardized
QUESTION SEQUENCE TYPES
Series of similar questions (open/closed) for info, attitudes, reactions, intentions
TUNNEL SEQUENCE: All questions are at the same level of specificity, usually short, similar, and straightforward.
Keeps a consistent rhythm, avoids big shifts in scope. Often used in surveys or structured interviews where comparability is important.
Effect: Efficient, but can feel rigid or monotonous if overused.
Example:
“Do you enjoy your classes?”
“Do you enjoy your professors?”
“Do you enjoy your classmates?”
FUNNEL SEQUENCE: Start broad, then narrow down.
Helps ease participants in, builds comfort, and avoids early defensiveness. Good when the topic might be sensitive or when you don’t know much about the participant’s experience.
Example:
“How do you feel about your overall college experience so far?” (broad)
“What about your classes — are they challenging?” (narrower)
“Can you tell me specifically about your psychology class this semester?” (most specific)
INVERTED FUNNEL SEQUENCE: Start narrow/specific, then move broader.
Useful when the respondent might not open up right away — starting with simple, concrete specifics can “warm them up” before asking broad evaluative questions. Also helps avoid vague answers.
Example:
“How many hours do you spend studying psychology per week?” (specific)
“Do you find those study sessions effective?” (less specific)
“Overall, how do you feel about your college experience?” (broad, evaluative)
THE HOURGLASS SEQUENCE: Open, then closed, then open. Narrows then expands.
Example:
"What challenges do you face in your current workflow?" (Open)
"Do you use any specific software to manage these tasks?" (Closed)
"How do these challenges impact your team's overall productivity?" (Open)
THE DIAMOND SEQUENCE: Closed, then open, then closed.
Example:
"Do you agree with the recent policy change?" (Closed)
"What specific reasons lead you to that opinion?" (Open)
"Will this policy change affect your daily tasks?" (Closed)
THE QUINTAMENSIONAL SEQUENCE: George Gallup's five-step approach. a way to reduce bias and get clearer opinions in surveys and interviews. The idea is to lead respondents step-by-step through five dimensions (hence “quint-”) before they state their final opinion.
The Five Steps (Quintamensional)
Awareness – Does the person even know about the issue?
“Have you heard about the new university policy on attendance?”
Understanding – Do they understand what it is / what it means?
“From what you know, what does this policy involve?”
Approval / Disapproval – What is their personal attitude toward it?
“Do you approve or disapprove of the policy?”
Reason – Why do they feel that way?
“What is the main reason you approve/disapprove?”
Intensity – How strongly do they feel?
“Would you say you feel strongly about this, or not very strongly?”
CLOSING INTERVIEW
SIGNIFICANCE OF CLOSING
Critical stage; impacts current and future interactions
Be tactful; signals end of interview, not relationship; sets future expectations
Express support to strengthen relationship and leave positive impression
CLOSING GUIDELINES
Be sincere, honest; don't make promises you can't keep
Don't rush; Law of Recency (people remember the last thing)
Leave door open for future contact; if planned, specify details
Don't introduce new topics
Avoid false closings (when not truly over)
Avoid failed departures (meeting again shortly after the conclusion of the interview)
VERBAL CLOSING TECHNIQUES
Offer to answer questions
Use clearinghouse questions to cover topics/concerns
Declare completion of purpose
Make personal inquiries for pleasant ending/relationship enhancement
Make professional inquiries (more formal)
Tactfully signal time is up
Explain reason for closing
Express appreciation or satisfaction
Arrange for next meeting
Summarize the interview
NONVERBAL CLOSING ACTIONS
Straightening up, leaning forward, standing/moving away, uncrossing legs, hands on knees, breaking eye contact, offering handshake, hand movements, smiling, checking clock.
SUMMARY
All three parts (opening, body, closing) are vital
Opening influences perceptions
Body needs careful, logical sequence for questions
Closing summarizes and shapes future interactions
GROUP TASK / POST-SESSION ASSIGNMENTS
Groups should:
1) Document interview topics/variables, participants, and justification for importance
2) Create a simple interview guide (guideline)
Additional Notes (from class)
Usually around 10 questions per hour or 90 min
for qualitative interviews
if an interviewee is visibly shy or can be predicted to be shy or reserved, it’s best to use close ended questions.
or start with chitchat to put them at ease.