1 Outline 1.Definition 2.The interview as test 3.Types of question 4.Types of interview 5.Principles...
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Transcript of 1 Outline 1.Definition 2.The interview as test 3.Types of question 4.Types of interview 5.Principles...
1
Outline
1. Definition2. The interview as test3. Types of question4. Types of interview5. Principles of effective interviewing6. Problems the interviewer may face
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1. Definition
• An interview is a conversation with a purpose
• Purpose: gathering information about the person being interviewed.
• Outcome: data for description, evaluation, and prediction
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2. The interview as test
• Huffcutt et al.:• Employment interviews
are not like other tests
• Don’t tell us something specific
• Designed to allow a conclusion – e.g., should we hire this person?
• Outcome: complex function of many dimensions
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2. The interview as test
• Huffcutt et al. (2001)• Meta-analysis• Reviewed 47 studies of the
employment interview
• Concluded that interviews tell us about:• Personality• Social skills• Mental ability
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3. Types of question
• Open-ended• Closed-ended
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Open-ended questions
• tailored to individual interviewee
• cannot be answered specifically
• responsive to what interviewee just said
• interviewee decides what is important to discuss, which tells you something about them
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Closed-ended questions
• can be answered specifically
• interviewee has to recall something
• same questions for all interviewees
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Comparison of the two typesOpen-ended• What kinds of cars do you
like?• Tell me about your father
Closed-ended• Do you like sports cars?• Is your father strict?
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4. Types of interview
• Unstructured• Structured• Semi-structured• Group
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Unstructured interviews
• Questions follow from previous response – they’re not set ahead of time
• Follow up with understanding responses to encourage more disclosure
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Unstructured interviews
• Advantages:• Lots of data• Unexpected things learned
• Disadvantages:• subjective evaluation• may wander off topic• non-standardized – can’t be
replicated
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Structured interviews
• same procedure for all interviewees
• same questions asked in same sequence
• closed, short, clearly-worded questions
• follow a flow-chart (include/exclude some questions depending on answers to others)
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Structured interviews
• Advantages:• standardized format• objective evaluation
• Disadvantage:• one size may not fit all
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Semi-structured interviews
• Shares some features with structured interview, some features with unstructured interview
• Guided by a script which gives focus
• Allows you to explore interesting responses
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Group interviews
• Usually 3 – 10 people at one time
• May be structured or unstructured
• Really dependent upon skilled moderator
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Group interviews
• Advantages• rich data• variety of views
• Disadvantages:• expensive• “loud-mouths” may
dominate• conformity pressure?
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5. Principles of effective interviewing
A. Be responsibleB. Plan aheadC. Keep the interaction flowingD. Have the appropriate attitude
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A. Be responsible• Interviewer sets the tone • Interviewer is responsible
for success or failure of interview
• Professionals accept responsibility
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B. Plan ahead
• Who will be interviewed?• Where? When?
• What is the purpose?• Which questions will you
ask? In what order?• Will you record?
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C. Keep interaction flowing
• Conversation skills• Comprehension
monitoring
• Verbatim playback• Paraphrasing• Restatement• Summarizing• Clarifying• Understanding
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Types of understanding response
• Carl Rogers created a typology of interviewer’s responses to interviewee
• 5 levels varying in how well the response connects to what interviewee just said
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Types of understanding response
• To be avoided:• Level 1 – a series of non-
sequiturs• Level 2 – little connection
with interviewee’s last response
• For unstructured interviews:• Level 3 – interviewer’s
response is interchangeable with interviewee’s last statement
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Types of understanding response
• Primarily used in therapeutic interviews:
• Level 4 –adds “noticeably” to interviewee’s response
• Level 5 – adds “significantly” to interviewee’s response
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D. Have appropriate attitude
• Interpersonal attraction predicts interpersonal influence
• Be warm, genuine, accepting, understanding, open, honest, fair
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6. Problems interviewer may face
A. Social facilitationB. Spotlight effectC. Validity & reliability issues
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A. Social facilitation
• Occurs when people act like other people around them
• May not know you are doing this
• May communicate something
• E.g., Goldstein & Cialdini (2007) – spyglass effect
• Chartrand & Bargh (1999) – chameleon effect
• Akehurst & Vrij (1999)
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B. Spotlight effect
• Gilovich et al (2000):• People tend to believe that
the social spotlight shines more brightly on them than it really does.
• You think other people notice all your mistakes and silliness
• But they don’t
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B. Spotlight effect
• Especially common in people who feel “different” to others around them on some dimension
• E.g., one student in a room full of professors; one woman in an office full of men
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C. Problems of validity
• predictive validity scores for interview data range from .09 to .94 (Wagner, 1949)
• consider interview data as tentative – a source of hypotheses to be tested against other data
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C. Problems of validity
• Halo effect (Thorndike, 1920)
• tendency to judge specific traits on the basis of a general impression
• generalize judgments from limited experience
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C. Problems of validity
• General standoutishness (Hollingworth, 1922)
• general judgment made on basis of one notable characteristic
• beautiful people often rated as more witty, likable, socially skilled, intelligent, warm (Feingold, 1992)
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C. Problems of validity
• Cross-cultural interviews: lots of potential for misunderstanding
• Be flexible; introspect; learn about groups you will be in contact with
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C. Problems of validity
• E.g., Darou et al. (2000): northern Quebec Cree ejected 7 of 8 psychologists who came to study them.
• Researchers asked Cree for self-disclosure, which is socially inappropriate among the Cree
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C. Problems of reliability
• inter-interviewer agreement
• twice as high for structured as for unstructured interviews
• may be low because 2 interviewers spontaneously focus on different things
• if so, train interviewers to focus on specific things that matter