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ChaPter 4 • InformatIon GatherInG: InteraCtIve methods 105

As you read through this material, be particularly sensitive to the language the organiza-
tional members use in describing themselves and their organization. What you are trying to do is
build up a common vocabulary that will eventually enable you to phrase interview questions in a
way that is understandable to your interviewee. Another benefit of researching your organization
is to maximize the time you spend in interviews; without such preparation, you may waste time
asking general background questions.
estaBlishing inteRviewing oBjectives. Use the background information you gathered as
well as your own experience to establish interview objectives. There should be four to six key
areas concerning HCI, information processing, and decision-making behavior about which you
will want to ask questions. These areas include HCI concerns (the usefulness and usability of
the system; how it fits physical aspects; how it suits a user’s cognitive capabilities; whether it
is engaging or aesthetically pleasing; and whether using the system is rewarded with desired
consequences), information sources, information formats, decision-making frequency, qualities
of information, and decision-making style.

deciding whoM to inteRview. When deciding whom to interview, include key people at all
levels who will be affected by the system in some manner. Strive for balance so that as many
users’ needs are addressed as possible. Your organizational contact will also have some ideas
about who should be interviewed.

PRePaRing the inteRviewee. Prepare the person to be interviewed by calling ahead or sending
an email message and allowing the interviewee time to think about the interview. If you are
doing an in-depth interview, it is permissible to email your questions ahead of time to allow the
interviewee time to think over his or her responses. Because there are many objectives to fulfill
in the interview (including building trust and observing the workplace), however, interviews
should typically be conducted in person and not via email. Interviews should be kept to 45
minutes or an hour at the most. No matter how much your interviewees seem to want to extend
the interview beyond this limit, remember that when they spend time with you, they are not
doing their work. If interviews go over an hour, it is likely that the interviewees will resent the
intrusion, whether or not they articulate their resentment.

deciding on Question tyPes and stRuctuRe. Write questions to cover the key areas of HCI
and decision making that you discovered when you ascertained interview objectives. Proper
questioning techniques are the heart of interviewing. Questions have some basic forms you
need to know. The two basic question types are open-ended and closed. Each question type can
accomplish something a little different from the other, and each has benefits and drawbacks. You
need to think about the effect each question type will have.
It is possible to structure your interview in three different patterns: a pyramid structure,
a funnel structure, or a diamond structure. Each is appropriate under different conditions and
serves a different function, and each one is discussed later in this chapter.

Question Types
There are three main question types that you will use to construct your interview; open-ended
questions, closed questions and probes. Each question type is useful in different situations and at
special times during the interview. In addition, each type of question will elicit different infor-
mation from the person you are interviewing.
oPen-ended Questions. Open-ended questions include those such as “What do you think
about putting all the managers on an intranet?” “Please explain how you make a scheduling
decision.” and “In what ways does the system extend your capability to do tasks that would not be
possible otherwise?” Consider the term open-ended. “Open” actually describes the interviewee’s
options for responding. They are open. The response can be two words or two paragraphs. Some
examples of open-ended questions are found in Figure 4.2.
The benefits of using open-ended questions are numerous and include the following:

1. Putting the interviewee at ease
2. Allowing the interviewer to pick up on the interviewee’s vocabulary, which reflects his or
her education, values, attitudes, and beliefs
3. Providing richness of detail