Thursday, September 10, 2009

Interview Guide

Starting the interview
1. Introduce yourself, your purpose and your interest.
Here is an example of beginning: "We're design students from design school. My name is... We're interested in finding out more about... If it's okay with you, we'd like to ask you a few questions about your work"
2. Ask for information about the company, its competences.
3. Ask the person you interview for his present or past innovation project and his role in the company.

Using props to facilitate the interview
1. Tangible Relationship Models
Ask the person you interview for example: Can you build a model of your value network or relations with other parties that are involved in your present or past innovation projects?
Ask them to use the material in the provided toolbox. Give them 10 minutes for the task and observe what they do.
2. Process Map
Ask for a process map: Offer the person you interview an empty sheet of paper (A3) and ask them to try to draw a timeline of the process of their present/last innovation project: When did you start? What were the most important decisions, and when did they happen? Who was involved? What was the most exciting point of the project? And the most frustrating? Why? etc.

Going to depth
1. Remember to ask open-ended questions.
2. Ask for examples as often as it fits.
3. probe for detailed stories and let the interview emerge
4. Relate to what you observed in the tangible relationship modeling
Did they hesitate with a certain connection? Which material did they choose for which connection, and why? Who are the different actors? Why are the actors chosen? Are there the same actors in each innovation project? Which role do the actors have, and how do they contribute? ...
5. Refer to the process map: When and where did relations play a role in the innovation process? Which dilemmas occurred?
6. Relate questions about the innovation climate to what you saw and heard.
7. Ask what the person you interview thinks to be the most important dilemma in the context.

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