Preparing the interview

Selection of the interviewed people


Before starting the interviews it is important to make a well-considered selection of the interviewees. Because, in this project, we are focusing on educational organisations the main focus should be on the educational staff: 2 – 5 teacher/trainers. Additionally it seems good to have also a representative of the management  interviewed as well as a person from the supportive staff who has regularly contact with the students/learners. Depending from the size and the kind of organisation other staff people could be interviewed as well.

Of course, if you are analising a non-educational organisation or institution, you still can use the tools we provide you. Only some adaptations are needed. For example, you may need to change the profile of the interviewees accordingly to the activity of your company.

Minimal number of interviews: 2 teachers, 1 manager, 1 supportive non-educational staff. The interviews can be individual or in a group, depending on the organisation, for example a group interview with 5 teachers or with the director and a manager. Be aware that it can be problematic to have people from different positions and with different power in a group  interviews.

Another criterium for selection is to what extent the interviewed persons actually can contribute or develop a process of change. People need to have some commitment to a process of improvement. They need to have an intrinsic or eccentric motivation for change.

The purpose is to have Interviews with key-persons about their experiences, their thoughts and doubts, and suggestions for improvement/change and their estimation of how other key actors would support these interventions.

Key questions for the interview


Key questions for the interview  – separate from the checklist – will be:

  1. How do the interviewed persons see diversity reflected in their organisation?
  2. What do they think is positive about it, what negative?
  3. To what extent do they agree with mission and the diversity policy or the organisation
  4. What do they want to change and why?

These are the four key questions and each of them can be reason to deepen the conversation through side-questions. Here you can put in information from your desk research as well and ask for response. However, the interviews need to have an open character. People should feel comfortable.

It is also important that the interviewer reflects at the end of the interview on the following issues:

  1. What in your view are the most important points we just covered?
  2. What don’t you understand?
  3. With what do you disagree?
  4. With what do you agree?
  5. What else do you need to know?

Elaboration of the interviews


After the interviews the change agent (you) should summarise them and has to keep in mind and consider:

  1. What is the learners’ perspective?
  2. What could be “setting the stage” for change?
  3. Are you tracking learners and employees perceptions throughout the change?
  4. Are honest answers given to tough questions?
  5. Can you explain “what’s in it for them”?
  6. Is your communication “behaviour-based”?
  7. Can you paint the big/little picture? (we will talk about this question later)
  8. Is it your vision or our vision?
  9. Are you emotionally literate?
  10. Do you know what shouldn’t change?

The Checklist


DivCap website adminHow to prepare the interview