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Interviewing Tommy Sneed, Manager Criminal Tax Investigations Tennessee Department of Revenue Special Investigations.

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Presentation on theme: "Interviewing Tommy Sneed, Manager Criminal Tax Investigations Tennessee Department of Revenue Special Investigations."— Presentation transcript:

1 Interviewing Tommy Sneed, Manager Criminal Tax Investigations Tennessee Department of Revenue Special Investigations

2 Interview Defined An interview is a with an agenda.

3 Interview Defined The agenda is to obtain information to assist in forming a mental PICTURE of truth.

4 Interview Vs. Interrogation Interview Non-Accusatory Conversational Dialogue Gathering Information Time is Limited Take Notes Interrogation Accusatory Conversational Dominance Seeking Admission or Confession Time is not Limited No Notes

5 An Important Key Everyone wants to give every information to everyone! - Avinoam Sapir

6 People Like to Talk … Good interviewers remove obstacles that prevent this natural occurrence. People are not afraid to answer questions. They are afraid to ask them. A conversation with Ruth

7 Information Gathering Interview Element 1 P P reparation identify the reason for the interview determine the person to interview and the order of interviews perform necessary research outline questions Imaging Chance favors the prepared mind -- Pasteur

8 Information Gathering Interview Element 2 I I ntroduction Establish the purpose of the interview Develop rapport/altruism The most important aspect of a conversation.

9 Information Gathering Interview Element 3 C C apture the Pure Version Participation Ratio = Interviewer: 5% - Subject: 95% Open-ended questions No Interruptions Draw out complete responses through encouragement phrases. Employ Controlled Silence Even a fool is thought wise if he keeps silent, and discerning if he holds his tongue. Proverbs 17:28 Better to remain silent and be thought a fool than to speak out and remove all doubt.--Abraham Lincoln

10 An Important Key The individual you are interviewing does not know what you know! The Jonathan Experiment

11 Listening 90% of the game is half mental. Yogi Berra --Yogi Berra

12 Listening A good listener tries to understand thoroughly what the other person is saying. In the end he may disagree sharply, but before he disagrees, he wants to know exactly what it is he is disagreeing with. --Kenneth A. Wells, Guide to Good Leadership

13 The 3 Levels of Listening LEVEL 3 LEVEL 3 Daydreaming Not paying attention Forming rebuttals to what is being said Fighting internal distractions Hearing words only - not listening for meaning Hardly any recall of what is said

14 The 3 Levels of Listening LEVEL 2 LEVEL 2 Starting to listen to words, but very little processing of meaning Can now repeat words of speaker, but not meaning Not remembering what was said

15 The 3 Levels of Listening LEVEL 1 LEVEL 1 Open to speakers point of view Truly interested in what is said Understanding content before forming opinions Remember what was said This is also known as empathetic listening

16 Barriers to Effective Listening Experiences Biases Training Expectations Interests Feelings Barriers filter and distort communication

17 Information Gathering Interview Element 4 T T ap Information Volunteered Obtain details about the information provided Squeeze the sponge Explore any mention of conversations, people, places, documents, chronology, and basis (who, what when, where, why, how)

18 Information Gathering Interview Element 5 U U ncover Information Not Provided Obtain information in areas not volunteered by the subject. Fill the Gaps

19 Information Gathering Interview Element 6 R R ecap Obtain a commitment to important assertions Summarize key points Leave door open for further questioning Beer Seizures

20 Information Gathering Interview Element 7 E E nd Spend time making notes (notes should be limited during the Listening Phase of the interview) Transcribe your notes Verify the information

21 PICTURE P P reparation Identify the reason for the interview I I ntroduction Establish the purpose Develop rapport/altruism C C apture the Pure Version Open-ended questions T T ap Information Volunteered Obtain details about the information provided U U ncover Information Not Provided Obtain information in areas not volunteered R R ecap E E nd

22 Conduct an Interview

23 PICTURE P P reparation Identify the reason for the interview I I ntroduction Establish the purpose Develop rapport/altruism C C apture the Pure Version Open-ended questions T T ap Information Volunteered Obtain details about the information provided U U ncover Information Not Provided Obtain information in areas not volunteered R R ecap E E nd

24 An Important Key Dont pretend to understand.

25 Profile of a Successful Interviewer Social Eclectic Intuitive Knowledgeable

26 Profile of a Successful Interviewer Attitude Objective Cordial and Polite Even-Tempered Sincere Interested Understanding Develops Rapport You should be in a good mood or fake it!

27 Profile of a Successful Interviewer Tone of Voice Medium, Conversational Avoid displaying disbelief, shock, anger, disgust, and skepticism Smooth Speech, Controlled, Confident Modeling Voice Tone, Pace of Speech, Language

28 Profile of a Successful Interviewer Posture Upright Frontally Aligned Leaning Forward on Occasion Open, No Crossed Arms Avoid Slouching Conscience of Modeling Effect

29 Profile of a Successful Interviewer Eye Contact Should be maintained when you ask the subject questions or when they answer. Avoid Staring, casual breaks of eye contact are essential.

30 Quotable Quote Display empathy, but dont be empathetic. -- Daniel Marsano

31 Professional Skepticism Skepticism Believing or showing the belief that people are motivated chiefly by base or selfish concerns callously calculating Negative or pessimistic Expressing jaded or scornful skepticism or negativity

32 Professional Skepticism The method of suspended judgment, systematic doubt, or criticism characteristic of skeptics. -- Webster Unsatisfied Curiosity -- Tommy Sneed Tell me - Show me- Convince me. -- Art Hayes

33 Characteristics of Professional Skepticism Is the explanation reasonable? Verify statements Ask about exceptions Assess credibility (individuals & evidence) Ask difficult questions Be Professionally Skeptical not Cynical Seek Clarification not confrontation

34 DOES YOUR DOG BITE?

35 Quotable Quote It doesnt do any good to beat a dead horse; but it doesnt hurt anything either. -- Unknown

36 Key Resources In Search of Truth…An Analytical Approach to the Interview Process by Daniel T. Marsano Criminal Interrogation and Confessions, Third Edition, by Fred E. Inbau, John E. Reid, and Joseph P. Buckley The Reid Technique of Interviewing and Interrogation®


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