Chapter 15Learning ObjectivesSlide 3Interviewing QuestionsIntroductory QuestionsGeneral Rules for Introductory QuestionsSlide 7Informational QuestionsInformational Question TechniquesSlide 10Slide 11Methodology Informational PhaseDealing with Difficult PeopleVolatile InterviewsClosing QuestionsAssessment QuestionsVerbal Clues to DeceptionSlide 18Nonverbal CluesMethodologySlide 21Admission-Seeking QuestionsSlide 23Accusing an Innocent PersonSteps in the Admission-Seeking InterviewSlide 26Slide 27Slide 28Steps In The Admission-Seeking InterviewTaking a Signed StatementSlide 311Interviewing WitnessesChapter 152•List the five types of interview questions.•Understand how to ask introductory questions.•Explain how to construct informational questions.•Understand the differences between open, closed, and leading questions.•Explain how to close an interview.Learning Objectives3•Define and explain the purpose of assessment questions.•List some nonverbal clues to deception.•List some verbal clues to deception.•Discuss the methodology of admission-seeking questions.•List the elements of a signed statement.Learning Objectives4Interviewing Questions•Introductory•Informational•Assessment•Closing•Admission-seeking5Introductory Questions•Provides an introduction•Establishes rapport•Establishes the theme of the interviews•Observes the person’s reactions6General Rules for Introductory Questions•Don’t interview more than one person at a time•Conduct interviews under conditions of privacy•Ask nonsensitive questionsInstead of: Use:Investigation InquiryAudit ReviewInterview Ask a few questionsEmbezzlement Shortage or paperwork problems7General Rules for Introductory Questions•Get a commitment for assistance•Make a transitional statement•Seek continuous agreement•Do not promise confidentiality•Negotiations•Discussing the source of allegations8Informational Questions•Open questions•Closed questions•Leading questions•Question sequences9Informational Question Techniques•Begin by asking questions that are not likely to cause the respondent to become defensive or hostile.•Ask the questions in a manner that will develop the facts in the order of their occurrence, or in some other systematic order.•Ask only one question at a time, and frame the question so that only one answer is required.•Ask straightforward and frank questions; generally avoid shrewd approaches.•Keep interruptions to a minimum, and do not stop the subject’s narrative without good reason.10Informational Question Techniques•Give the respondent ample time to answer; do not rush the respondent.•Try to help the respondent remember, but do not suggest answers; be careful not to imply any particular answer by facial expressions, gestures, methods of asking questions, or types of questions asked.•Repeat or rephrase questions, if necessary, to get the desired facts.•Be sure you understand the answers, and if they are not perfectly clear, have the subject interpret them at that time instead of saving this for later.•Give the subject an opportunity to qualify his/her answers.11Informational Question Techniques•Separate facts from inferences.•Have the subject give comparisons by percentages, fractions, estimates of time and distance, and other such methods to ensure accuracy.•After the respondent has given a narrative account, ask follow-up questions about every key issue that has been discussed.•Upon conclusion of the direct questioning, ask the respondent to summarize the information given; then summarize the facts, and have the respondent verify that these conclusions are correct.12Methodology Informational Phase•Begin with background questions•Observe verbal and nonverbal behavior•Ask nonleading (open) questions•Approach sensitive questions carefully13Dealing with Difficult People•Do not react•Disarm the person•Change tactics14Volatile Interviews•An interview that has the potential to bring about strong emotional reactions in the respondent•There should be two interviewers•Should be conducted on a surprise basis•The order of questions should be out of sequence•Use hypothetical questions15Closing Questions•Reconfirming facts•Gathering additional facts•Concluding the interview16Assessment Questions•Establishes the credibility of the respondent•Norming or calibrating–Process of observing behavior before critical questions are asked•Physiology of deception–People lie for one of two reasons: to receive rewards or to avoid punishment–The human body will attempt to relieve stress through verbal and nonverbal clues17Verbal Clues to Deception•Changes in speech patterns•Repetition of the question•Comments regarding the interview•Selective memory•Making excuses•Oaths•Character testimony•Answering with a question18Verbal Clues to Deception•Overuse of respect•Increasingly weaker denials•Failure to deny•Avoidance of emotive words•Refusal to implicate other suspects•Tolerant attitudes•Reluctance to terminate interview•Feigned unconcern19Nonverbal Clues•Full-body motions•Anatomical physical responses•Illustrators•Hands over the mouth•Manipulators•Fleeing positions•Crossing the arms•Reaction to evidence •Fake smiles20Methodology•Interviewer: “Most of them aren’t criminals at all. A lot of times, they’re just trying to save their jobs or just trying to get by because the company is so cheap that they won’t pay people what they are worth. Do you know what I mean?”•Interviewer: “Why do you think someone around here might be justified in making a secret arrangement with one of the company’s vendors?”•Interviewer: “How do you think we should deal with someone who got in a bind and did something wrong in the eyes of the company?”•Interviewer: “Do you think someone in your department might have done something wrong because they thought they were justified?”21Methodology•Interviewer: “Have you ever felt justified—even though you didn’t go through with it—in taking advantage of your position?”•Interviewer: “Who in your department do you think would feel justified in doing something against the company?”•Interviewer: “Do you believe that most people will tell their manager if they believed a colleague was doing something wrong, like committing fraud against the company?”•Interviewer: “Is there any reason why someone who works