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  reviews information collected from victims and witnesses. The success of

  an investigation is often based on how thoroughly the investigator gathers

  this preliminary data. Specific details about the incident form the foundation

  to which the investigator will refer throughout the investigation. Clues

  about motivation may be found in the lifestyle, habits, hobbies, stressors,

  and needs of the suspects. Be careful conducting the preliminary inquiry!

  The person who provides the preliminary information in an investigation

  may have a hidden agenda—a plan to deceive you and mislead you by pro-

  viding false information. Look for the telltale signs of deception: inconsis-

  tencies, illogical details, information clouded by fear or anger. Watch for

  calculated attempts to obscure the facts.

  Strategic Planning

  Experienced investigators make interviewing look easier than it is. The nov-

  ice interviewer may watch the casual performance of the experienced inter-

  viewer and incorrectly assume that the relaxed prevailing emotional tone or

  attitude of the experienced interviewer indicates that she has done no

  important or noticeable research or planning. In fact, strategic planning, the

  second section of the initial phase, is an important part of the interview pro-

  cess (Figure 9.4). During this section, the investigator evaluates potential interviewees, prepares an interview strategy based on what she has learned,

  and prepares psychologically for the interview.

  Figure 9.4 The strategic planning section of the initial phase. During this phase, the investigator considers all aspects of the planned interviews, including where they will be held and in what order the suspects will be interviewed.

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  Evaluating Potential Interviewees

  Before conducting any interviews, the investigator evaluates each potential

  interviewee based on information provided by people close to the investi-

  gation. The investigator then calculates the chances of gaining truthful tes-

  timonial evidence from each person.

  This calculation is a subjective estimate, nothing more than thoughts

  about whether someone will be easy or hard to interview. The investigator

  also considers how well he will get along with each interviewee and how

  cooperative that person will be. As you prepare for an investigation, you will

  probably need to evaluate potential interviewees sight unseen, based on the

  preliminary information you are given.

  Creating an Interview Strategy

  The goal of an investigative interview is to gain as much truthful information

  as possible. You want interviewees to tell you everything they know about

  the matter under investigation. Interviewees have the power of information—

  information you need to conclude the investigation successfully. As discussed

  earlier, many factors determine whether interviewees decide to relinquish

  or hold onto this information. It is important, therefore, to plan an appro-

  priate strategy for each interview. It is better to be overprepared than under-

  prepared, especially when you’re dealing with people who might try to

  deceive you. 1

  Interviewees are selected on the basis of their knowledge, opportunity,

  access, and motivation related to the matter under investigation. Planning

  for an interview might include conducting a background check of the inter-

  viewee. Having advance information about the interviewee allows the

  investigator to anticipate whether the person will cooperate and helps the

  investigator prepare an appropriate strategy for the interview. Awareness

  of interviewees’ attitudes and feelings can help you mold yourself to meet

  their personalities and counter potential reluctance. Preparing for reluctance

  is vital, though you should always expect compliance. In most instances,

  though, the investigator has little or no specific knowledge about potential

  interviewees before beginning an investigation.

  Before conducting an interview, plan how you will behave during the

  encounter. How will you speak, and how will you act? How will you show

  energy, strength, and concentration? To what extent will you review

  1 Quinn and Zunin, 1972.

  Overview of the Interview Process

  95

  details with the interviewee? Will your review of details help the inter-

  viewee remember additional information? How will you encourage the

  interviewee to be truthful? If your encouragement is inspired with cour-

  age, spirit, and confidence, you will probably gain pertinent and helpful

  information.

  Preparing Psychologically for the Interview

  Plan to enter each interview with an open mind. This means not only keep-

  ing your mind open to the guilt or innocence of each suspect but being

  accepting and nonjudgmental, even when you are interacting with those

  you have designated prime suspects. In addition, be determined to put mis-

  information aside and think for yourself. Don’t accept any piece of informa-

  tion until you have evaluated it in light of the other evidence.

  Use positive expectations in all efforts to gather information. In other

  words, treat interviewees as though they want to comply. In everything

  you do and say, act as though you know the interviewee truly wants to

  cooperate with the investigation. Most interviewees do, in fact, respond

  positively to this expectation.

  Positive behavior is necessary if you are to achieve proficiency as an

  interviewer. Excellent interviewers modify their behavior to inspire and

  convince interviewees to provide truthful information, and with sufficient

  practice and dedication, many develop into capable interrogators. By apply-

  ing honed interviewing skills and focusing your energies on improvement,

  you will become competent at solving complicated investigative problems.

  It’s not force but finesse that counts in human interaction.

  Contact

  A and B of the polyphasic flowchart (refer back to Figure 9.1) define the first four minutes of the actual interview. Thus span of time is the contact

  section of the initial phase (Figure 9.5). Your main purpose during these first four minutes is to establish a rapport with the interviewee. You will

  develop skills such as imagination, creativity, flexibility, and other skills

  that will help uncover information through ways other than direct

  question-and-answer statements. You will continue to use these tactics

  throughout the interview, even into the follow-up phase, when inconsis-

  tencies are resolved, confrontation takes place, and admissions and confes-

  sions are sought and obtained.

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  The Art of Investigative Interviewing

  Figure 9.5 The contact section of the initial phase (the first four minutes of each interview). The investigator and the interviewee have their first verbal and nonverbal exchanges during this time.

  UNCOVERING THE TRUTH

  Over time you will learn a variety of ways to gather information during an

  interview. Building rapport with the interviewee, maintaining a positive

  attitude, and active listening all help the interviewer display favorable char-

  acteristics. They show the interviewee that the interviewer can be trusted. If

&nb
sp; they are applied sensitively and skillfully, they will have significant and pos-

  itive effects on the outcome of your interviews.

  In most interviews, the investigator has at least one agenda, whether

  obvious or hidden. The hidden one is an unannounced reason for conduct-

  ing the interview. For example, one hidden agenda when you’re interview-

  ing a victim is to determine whether a crime actually took place. The rapport

  you build and your attitude will help conceal the interviewer’s true agenda

  and will help the investigator outsmart the interviewee.

  Consider the human needs of interview participants:

  •

  Build and maintain rapport.

  •

  Maintain a positive attitude.

  •

  Apply flexible methods.

  •

  Cover suspiciousness.

  •

  Use creative imagination.

  •

  Exhibit human warmth, sensitivity, empathy, respect, and genuineness.

  •

  Be nonjudgmental.

  •

  Listen actively.

  •

  Be attentive.

  •

  Be patient.

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  97

  •

  Be positive: Use positive silence, positive eye contact, positive personal

  space, positive body motions (kinesics) and body language, and positive

  touch when appropriate.

  •

  Cover personal values.

  •

  Maintain a positive, neutral stance.

  •

  Use positive power and positive control.

  •

  Control personal anger; avoid antagonizing or harassing interviewees.

  •

  Don’t use coercive behavior.

  •

  Use observation, evaluation, and assessment.

  •

  Avoid the third degree (mental or physical torture used in an effort to

  gain a confession).

  •

  Use closed questions and open questions when appropriate.

  •

  Keep questions simple; avoid ambiguously worded questions.

  •

  Dare to ask tough questions.

  •

  Mentally assume an affirmative answer.

  •

  Use leading questions appropriately and ask self-appraisal questions.

  •

  Handle trial balloons calmly.

  •

  Assume that more information is available.

  First Impressions

  You make your first impression during the initial 10 to 45 seconds of an inter-

  view. This is your opportunity to show that you are fair, nonjudgmental,

  friendly, calm, cool, collected, human, and compassionate. First impressions

  are important in helping to cement a close, but building a relationship is instrumental in encouraging the interviewee’s cooperation. In those first seconds of

  human interaction, you convey your intentions through nonverbal messages.

  You express human warmth through your tone of voice and your gestures and

  mannerisms. These things significantly affect the outcome of an interview.

  Although face-to-face interviews are preferred, telephone interviews are

  sometimes necessary. In a telephone interview, you can express your posi-

  tive qualities through your tone of voice, timing, and silences.

  On occasion, an interviewee will confess or make some significant

  admission within the first few minutes of the interview without being

  specifically encouraged to do so. Be ready for this possibility.

  The Interviewee’s Evaluation Process

  Observation, evaluation, assessment, and intuition are vital elements of

  investigative problem solving. The interviewee’s evaluation process usually

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  begins with the first verbal and nonverbal exchanges in an encounter, and

  they continue until the end. You can expect the interviewee to start an eval-

  uation process with his or her first glimpse of you. How do you look? Do

  you appear to be a professional? How do you sound—overbearing? Are you

  portraying yourself as warm and caring? Consciously or subconsciously,

  even the slowest, least educated interviewees evaluate you to decide

  whether it is safe to reveal information or whether they will be abused in

  the process. The interviewee’s evaluation process takes place whether you

  want it to or not. Remember that your tone of voice, choice of words,

  and body language express particular attitudes. This is the time to signal that

  you want the interview to be a friendly interaction.

  Subsequent interviewees will evaluate the interview process in part based

  on how you treated preceding interviewees. The message about you and

  your methods will be conveyed to everyone—that you are okay or not, fair

  or not, biased or not. There is no question that you will be judged.

  There is some strategic advantage if the interviewee is not under arrest

  when interviewed; faced with less of a threat, the interviewee experiences

  less distress and is more likely to cooperate. Although the interviewee may

  still be uncomfortable, your professional demeanor and friendly ways will

  make you seem worthy of receiving important information. This is common

  in the private investigation world. Throughout my 32 years in the business,

  it has been very easy to get interviewees to talk with me. Each interview is

  different, and you, the investigator or internal security person, will use dif-

  ferent elements. Your style, demonstrated level of respect, and experience

  will determine your success. If you seem disarming and are experienced

  at using your developed skills, you can get anyone to talk with you.

  Elements of Contact

  Introduction and Greeting

  A formal introduction will help establish you as someone in whom it is safe

  to confide. When possible, it is useful to separate yourself from any prior

  investigations of the crime you are asked to solve. For example, I speak

  softly, not in a weak fashion but in a modulated tone that I hope will convey

  my confidence and human warmth. I might say, “Hello, I’m Ms. Black.

  Would you follow me, please?” as I meet the interviewee in a waiting room

  before we walk to my office down the hall. Then, when we reach my office,

  I may say, “Please, have a seat here,” as I motion to a particular chair.

  During the first few minutes, the tone of the interview is determined,

  and it may last for minutes, hours, or days. If an interviewee offers to shake

  Overview of the Interview Process

  99

  hands when we meet, then I do, but I don’t routinely offer a handshake to each

  interviewee. I usually try to maintain a professional aloofness to signal the serious nature of the inquiry. I try to appear reserved, not stuffy. Although having been trained by Wicklander in which one method is to make small talk, I really

  have never spent much time, if any, on small talk. Every interviewer and

  investigator has different methods and styles, but I usually felt that if I was conducting an interview for an internal investigation, I was doing it only after I

  had enough evidence. My approach is to find a way for the interviewee/sus-

  pect to tell me what they have done. One of my methods would be to tell
the

  interviewee that I was working with the company’s audit department and we

  were looking into the loss of assets and hoping they would be able to assist us in resolving this issue. Of course, I always had videotapes, statements from witnesses, or other evidence I made the interviewee aware of. At no time did I

  mention law enforcement, prosecution, or arrest. That gave the interviewee

  the impression that they were assisting in explaining the losses without think-

  ing about possible consequences associated with a crime. It was often the fact

  that I used phrases like shortages, justification, balancing, and auditing rather than stealing, theft, prosecution, or police.

  Of course, that is the intent and ultimate mission, but the main objective

  during the interview is to get the evidence, confession, and statement.

  Always assume that you are going to get this confession and statement

  because it will help you be prepared with the necessary company documents

  and all the evidence when the police arrive. Once the confession is made, I

  always had a minute to leave the room, leaving another witness with the

  suspect, so that I could make the call to local law enforcement. It was often

  quite a surprise when the police would arrive, because the suspect didn’t

  make the connection between helping balance the shortages and being con-

  victed of a crime.

  Each interview is unique, which is why practice and experience are what

  will develop your skills as an investigative interviewer.

  Back in the 1980s, interviews were more of the interrogation type, and

  we didn’t have to concern ourselves with how long we kept interviewees or

  how we acquired their statements. In fact, many interviewees’ statements

  were written by me or other investigators, with the interviewees or suspects

  signing them. Since then the investigation field has become more profes-

  sional, with a higher level of training and ethics. Today we should avoid

  all forms of intimidation and abusiveness that might in any way spark resent-

  ment or defensiveness. My goal is to have victims, witnesses, and suspects

  alike feel that they can talk to me.

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  Greeting interviewees cordially helps them feel at ease. Despite your

  innocent manner, try your best to encourage them to provide the informa-