Asking Open-Ended Questions

Open-ended questions cannot be answered with a simple yes or no response and thus encourage the interviewee to provide more information. Open-ended questions begin with such words as what, how or tell me rather than such words as can, does, or when. For example, "Tell me what happens when a customer calls."

Open questions include what, why, how. They:

•  are broad and place few constraints on the interviewee
•  are used to determine the scope of understanding, the response certainty. The models used allow
•  experts to express information a knowledge engineer does not know about
•  can obtain interviewee’s vocabulary, concepts, frames of reference
•  can help with explanations and underlying theory

Using Appropriate Words and Phrases

Avoid using words or phrases that are emotionally charged, distracting, or difficult to understand. Examples of emotional expressions are:

•  problem area,
•  cumbersome process, or
•  poorly-controlled

Imply a foregone conclusion.

Distracting statements contain :

•  excessive abbreviations or acronyms;
•  name-dropping;
•  controversial words and phrases;
•  colloquialisms;
•  slang; and
•  jargon.

Giving Acceptance Cues

People also send messages by:

•  tone of voice;
•  posture;
•  eye contact;
•  facial expressions; and
•  body movements.

When used properly, they encourage an interviewee to provide information. When used poorly, they can have the opposite effect.

For example, failure to make eye contact in an interview can be interpreted as a lack of interest or concern for the other person. Good eye contact can communicate interest, attention, openness, and a regard for the other person's worth.

Too much eye contact can be misinterpreted as staring. In our culture eye contact between strangers for more than a brief moment is considered a challenge. In some cultures, eye contact is considered an invasion of privacy.

Nodding the head to indicate understanding is an acceptance cue, as is a posture of attentiveness by sitting straight and leaning slightly forward.

Contrast this posture with a person slouching in a chair with one arm flung over the back of the chair or leaning back with both hands folded behind the head.

The following are errors commonly made by inexperienced analysts:

•  Sitting back in a chair with arms folded across the chest (This posture implies a lack of openness to what is being said and may also indicate that the analyst is ill-at-ease.)
•  Looking at objects in the room or staring out the window instead of looking at the interviewee. (This behavior suggests that the analyst would rather be somewhere else doing other things, the interviewee will often cut the interview short.)
•  Taking excessive notes or visually reviewing notes. (An analyst who records rather than listens may arouse interviewee concerns over what is being written.)
•  Sitting too far away or too close. (Sitting too far away often communicates that the interviewee intimidates the analyst, while sitting too close may communicate an inappropriate level of intimacy and make the interviewee uncomfortable.)
•  Acceptance cues are used to convey understanding, not agreement.

Restating the Interviewee's Responses

Restatement involves repeating something the interviewee has said in the analyst's own words as an indication that effective communication has occurred and that the analyst understands what the interviewee has said.

Restatement is normally used under the following circumstances:

•  When the interviewee is describing a problem. (In such times, the analyst's restatement communicates that the interviewee's problem has been heard and understood.)
•  When the analyst wants to check his or her understanding of what has been said. (This technique is often used in response to complex statements or in group situations where several persons have commented on the same issue.)
•  When the analyst wants to encourage the interviewee. (Restatement can prompt the interviewee to expand or elaborate on what has been said.)

Restatement can also overcome emotional barriers set up by interviewees who, for some reason, are uncooperative. The analyst must always remain neutral.

For example, if the interviewee is critical of management, the analyst should neither agree with the criticism nor attempt to defend management. Instead, the analyst should simply convey that the interviewee's feelings are understood.

Common errors using restatement:

•  Echoing the interviewee, i.e., repeating exactly what the interviewee has said rather than restating in different words. (Echoing becomes very obvious after the first few times it occurs and can make the interviewee uncomfortable.
•  Overusing restatement, which can be distracting to the interviewee.
•  Altering or distorting the meaning intended by the interviewee. (A restatement should be as close to the interviewee's meaning as possible.)
•  Raising the pitch of the voice at the end of a restatement. (This habit converts a restatement into a question answerable by yes or no instead of an invitation for the interviewee to expound on his or her comments.)

Examples of Effective vs. Ineffective Restatements of an Interviewee Response

Interviewee Response:

We continue to sell products to customers who have not paid their bills.

Effective Restatement:

The system processes orders for customers who are bad credit risks. (Encourages interviewee to expand.)

Ineffective Restatement:

Why don't you check the customer's credit status before processing the order? (Distorts interviewee’s meaning.)

Use silence effectively:

•  at the end of a question to allow the interviewee to collect their thoughts
• after an incomplete answer to encourage the interviewee to continue

Structured vs. Unstructured Interviews

ADVANTAGES
Structured Interview	Unstructured Interview
Forces an organization on the interview	Appropriate when the requirements engineer wants to explore an issue
Very goal-directed	Facilitates description of domain in a way that is easy for the interviewee
Attempts to remove distortion from interviewees subjectively	Goal is to establish rapport and to get a broad view
Allows better integration of material after the interview
Forces the interviewee to be systematic
Requirements engineer identifies gaps in the knowledge which acts as a basis for questions
Purpose of session is clear to interviewee
DISADVANTAGES
Structured Interview	Unstructured Interview
Needs more preparation by the requirements engineer	Data acquired is often unrelated and difficult to integrate
Needs to study background material extensively	Often exhibits lack of structure
	Does not allow gathering of specific knowledge
	Takes time and training to do well
	Similar questions asked in future sessions may annoy interviewee