The investigative

Process Gtherng Information :conduiing Interviews Elndicators

of Deception What is an interview? Conversation, Interview, interrogation? Attitude

is everything.... -:Sejf-determinatjon Interest Non-judgmental Be Genuine Empathy Respect

1Your approach.. Professional Polite Friendly :Impartial In control Not intimidating eStay focused frInforrnal; low-key Listen with interest Interviews... Sa!utation Body Closing Interviewing Skills STEP

1: Preparation lWhat information are you looking for? Know as much as you can the interview EPlan

-How will you open? Where Will you go? How will you end? ElOutline

it

2Strategy
or P’an Step 2: Setting upan interview Reconstruct the circumstances Allow the person to “tell the story” from start to finish Which interviews
do you need to do? Order of interviews? Format of interview? Order of issues? What will you disclose... or not disclose? .How will you record

it... Notes? Other? ::Written witness statement? Opening Questions Establish

a rapport with the interviewee Ask general questions about their background and job... What do they do? How did they learn their job skills? Ewho you are Ewhy you are interviewing E?Iearn about the interviewee- puts them at ease; helps you learn how they communicate How do they feel about their job? Their employer? Their co workers? Avoid interruptions; just listen$ Step 3: Echo ;Paraphrase what you heard, The
6 Key Questionsm Who, what, when, where, why, how do you know..’?? Interview Questions ‘Questions must be designed
to help the interviewee understand what you want to know and how he orshe can give youthe information. Organize the questions

in a logical seq uence to help you get to the point and get what you need. LOrder counts!

4

## Getting to the Point... General
to specific or How will you proceed? reverse? Distracting tactics

- don’t get thrown off course Be patient Be persistent Stay focused Be alert for corroborating information Anticipate alternative explanations

or reasons Checlc your understanding Use silence- Use soft rather than harsh terms Be empathetic 

## Types of interview questions :Dpen-ended Closed Primary 

## Types of interview questions Secondary :.:Encouragement Probing :*Reflective : 

# #

ZNeutral Directed (leading/loaded)6 Traits of aGood lnterviewer AbiIity
to understand their own style Ability to “read” nonverbal communication Ability to allow interview
to “flow” AbiJity
to understand that interviewing

is anart refined by practice Ability to close interview that allows communication Barriers
to effective listening Filters Emotions Buzzwords Listener’s behaviors Ability tolisten Interviewing “Difficult” People .Resource: The Art of Dealing With and Interviewing Difficult People Office of Criminal Enforcement, Environmental Protection Agency, Special Agent 3irn Lorah, LJSEPA-CIP

at http:/ /www.epa.gov/reg3wcrnd/inspector_ workshop/XNTERVIEWING_PRESpdf The difficulty maybe cultural-for example certain groupsavert eyesordo not shake hands.

## Interviewing “Difficult” People

‘ A victim may fear additional trauma. A suspect may be feel embarrassed, over getting caught or be anticipating punishment. Miscommunication
may not be a result of poor interviewing technique. 

## interviewing

“Difficult” People j. Remember—I’s important
to accept what we can change—and

to understand that we have no control over some situations. Give the other person time to think about your questions-be

mindful that you already thought about the questions and answers prior to. the interview. Be aware of “hot button”words: always, never, should, too, and but. CMS Preceptor Manual 

## Verbal cues

. 

## be alert! Speech pattern

Denials Repetition

Failure to Comments

deny Selective memor’

Tolerant Excuses



# I

attitudes Oaths

Lack

of Concern .Character.- statements...

Avoidance Questions

Minimizing Challenging



## 7liP’-

•-•

•9;Practice! •Practce!! Practicet1’

8Embelllshing QuaHfyinq Implying Pace



## 4

0Hand overmouth Signs of anxiety touching nose, ears, eyes Inappropriate head nods orshakes Sighing Inappropriate laughing Finger pointing...

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# Evaluate the interview

/ - 

## Internal consistency Story details ExternaI consistency 

# Key questions Don’t end the interview until you know... El-low do you know that? i’:Why do you think that? Why did it happen that way? EIs there anything else

I should know? E1s there anyone else

I should talk with? E1s information about this in any other location? 

# C’ose the interview Know when you have obtained what you need or what you can get. Let the interviewee know that the interview

is concluded -


## and what will follow

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