Define the goal of the interview:

• Use the interview during the problem statement phase
• Build a mutual understanding of the problems from the conceptual view of key executives.

Prepare for the interview:

• If everyone is prepared for the interview, progress toward stating problems may be accomplished.
• Thus, written questions sent in advance of the interview may help.

Define the reasons for granting an interview -- as seen by the key exec:

• Gain recognition for the problems solved in the past
• Educate other key execs, employees, & interested people
• Tell his/her view of the problem statements
• Clarify past statements made by employees
• Eliminate misunderstanding
• Influence the solution statement phase
• Influence the actions required to solve the problems
• Connect to a neighborhood/community in a positive manner.

Define some reasons to NOT grant an interview -- as seen by the key exec:

• Distrust the interviewer’s intention
• Lack of time
• Lack confidence in the interviewer’s ability to use complexity with adequate & accurate statements
• Uncertain about own ability to give appropriate answers
• Lack a shared commitment to the goals of the interviewer.

Build the request for the interview on trust & respect.  A right to an interview does not exist. 

If the key executive:

• declines the interview, continue to state problems without the benefit of a key conceptual view.
  • Recognize the quality of the problem solving will suffer
  • Recognize the absence of participation will be noticed by other key execs
  • List the absence as a of problem statement -- if it is a problem.
•  accepts the interview, send a list of questions to the key exec before the interview.
  • Ask the key exec to edit the list of questions he wants to be asked
  • Conduct an exchange or rephrasing of the questions -- if needed
  • Let the list of advance questions create opportunities during the interview,
  • Use the list as a method to open the door to a productive outcome.

After the interview, 'write up' the answers based on the interview with the key exec.

Send the 'write up' back to the key exec for editing and clarification. 

Pair sensitive questions with time for the key exec to think about the answer beforehand.

After the key exec reviews the interviewer’s written understanding of his answers to the list of questions,

send a copy of the written interview to the rest of the project team (see e-mail list).

End the interview at the agreed upon time.