How to Conduct Investigative Interviews That Yield Results

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I’m going to share with you how to conduct investigative interviews that really get results.

The quest for truth often comes down to how skilled you are as an interviewer. When you’re investigating something, an interview isn’t just a casual chat; it’s a super detailed, strategic process for getting information. It’s designed to dig up facts, spot inconsistencies, and help you truly understand what happened.

For us writers, especially if we’re diving into true crime, investigative journalism, or historical non-fiction, mastering the art of the investigative interview is what separates a flimsy story from one that’s rich with undeniable truth. This guide skips the fancy theories and gives you real, practical techniques to improve your interviewing game. It’ll help make sure every single interaction gives you the absolute best information.

Getting Started: Your Mindset and Being Super Prepared

Before you even think about setting up an interview, your mind needs to be in the right place, and your prep work has to be flawless. This isn’t just a friendly chat; it’s a strategic operation.

Cultivating the Investigator’s Mindset

An effective investigative interviewer has a unique mix of empathy, skepticism, and endless curiosity. You’re not there to judge, prosecute, or act as a therapist. Your one and only goal is to gather information.

  • Empathy, Not Sympathy: You need to understand the person’s point of view and how they might be feeling, but without getting tangled up emotionally yourself. Empathy builds trust; sympathy can cloud your judgment.
  • Active Skepticism: Don’t assume anything. Every statement, every bit they leave out, every subtle hint needs to be quietly weighed, and if necessary, dug into. This isn’t about not trusting them; it’s about being committed to getting the facts exactly right.
  • Relentless Curiosity: Why? How? When? Who else? What if? These should be your constant companions. You need to dig deeper than what’s on the surface.
  • Patience is Key: Getting information out of someone is rarely a quick dash; it’s often a long haul. Rushing an interview will just guarantee you get fragmented, unreliable data.
  • Control Without Being Overbearing: You’re leading the conversation, but you’re not bullying or dictating. The person you’re interviewing should feel heard, even as you guide where the conversation goes.

The Power of Gathering Information Beforehand

Walking into an interview unprepared is like trying to sail a boat without a compass. Every single piece of information you can get beforehand is a strategic advantage.

  • Who are you interviewing? Understand their background, any biases they might have, their connection to the topic, and any known psychological profiles (like if they’ve been dishonest before, or if they’re known for being meticulous). For example, if you’re interviewing an accountant about financial irregularities, look into their professional history, past jobs, and any reported ethical issues. If you’re interviewing someone who’s experienced trauma, understand how memory works in those situations.
  • What’s the main goal of this interview? Beyond just “getting information,” what specific facts are you trying to confirm or deny? Are you looking for an alibi, a motive, a timeline, or to identify someone? For instance, “I need to figure out the exact sequence of events in the warehouse between 2:00 PM and 3:00 PM on Tuesday.”
  • What are the undisputed facts? Write down everything you know for sure before the interview. This is your foundation. “We know the security camera was off from 2:15 to 2:45 PM. We know the keycard system showed entry at 2:03 PM and exit at 3:10 PM.”
  • Create a preliminary timeline: Even if it’s just a rough outline, a basic sequence helps you spot gaps and inconsistencies as the interview goes on.
  • Identify potential areas of resistance or sensitivity: Are there topics the person might want to avoid? Past embarrassments, legal issues, or personal relationships? Anticipate these and plan how to handle them smoothly. If you’re investigating a possible workplace affair, recognize how sensitive this is for everyone involved and approach the topic indirectly at first.
  • Formulate key questions and topics: Don’t write a word-for-word script – write essential prompts. Group related questions together. Prioritize what’s most crucial to confirm. For example, instead of “Tell me about John,” consider, “What was John’s demeanor like on the day in question?” or “Where was John at the time of the incident?”

A solid example: You’re interviewing a witness to a car accident. Before the interview, you’d know: the time/date of the accident, the location, the types of vehicles involved, any known injuries, and preliminary police report details. Your goal might be to clarify the exact point of impact, the color of the traffic light, and the speed of the vehicles involved. You’d research the witness’s proximity to the accident, their vision (do they wear glasses?), and any past history with either driver.

The Interview Environment: Setting the Stage for Success

The physical and psychological setting can totally change how an interview turns out. Control what you can.

Physical Comfort and Neutrality

Pick a location that’s comfortable, quiet, and free from distractions.

  • Neutral Territory: Your office or a neutral public space is generally better than the person’s home or workplace, where they might feel more in control or easily distracted.
  • Minimize Distractions: No ringing phones, no chattering colleagues, no annoying noise. Turn off notifications on your devices.
  • Comfortable Seating: Make sure both you and the person you’re interviewing are physically comfortable. Discomfort leads to impatience.
  • Optimal Seating Arrangement: A corner of a table or a slight angle can feel less like a confrontation than sitting directly across from each other. Avoid putting anything big between you. The goal is open communication, not a power struggle.
  • Water/Beverages: Offer water. Small gestures of hospitality can ease tension.

Psychological Ambiance: Building Trust and Rapport

This isn’t about being overly chummy; it’s about building a relationship that makes it easier for them to share information.

  • Initial Greetings: Start with a polite, professional greeting. Briefly explain the general purpose of the interview without giving away all your cards. “Thanks for coming in. I’m trying to understand what happened on Tuesday, and your perspective is really valuable.”
  • Establish Rapport (Briefly): Acknowledge their situation if it’s relevant (e.g., “I know this isn’t easy”). A quick, genuine commonality can help – a shared local interest, the weather, etc. – but keep it very short and professional. This isn’t a social call.
  • Non-Verbal Cues: Maintain appropriate eye contact (not staring), an open posture, and show you’re actively listening. Nod to show you’re taking in what they say. Avoid crossing your arms or fidgeting.
  • Confidentiality (Within Limits): Be clear about what you can and cannot promise regarding confidentiality. Be honest. “Your statements will help us understand the situation. I can’t promise complete anonymity, but your privacy will be respected as much as possible.”
  • Explain the Process: Briefly outline how the interview will go. “I have a few questions for you. Please take your time answering. If anything is unclear, feel free to ask for clarification, and I might ask you to elaborate.”

A solid example: Instead of interviewing a sensitive source in a busy coffee shop, go for a quiet private room. Angle the chairs slightly, not directly opposite. Start with, “Thanks for meeting. I appreciate you taking the time to talk about the project’s setbacks. Your insight is crucial to understanding what happened.” Offer bottled water.

The Interview Process: Phased Extraction of Information

A successful investigative interview unfolds in distinct stages. Following this structure helps you get the most information and avoid errors.

Phase 1: The Open-Ended Narrative (The “Tell Me Everything” Phase)

This is where you let the person tell their story without interruption, in their own words. Fight the urge to interrupt or correct them. Your main jobs are to listen and observe.

  • The Golden Question: “Can you please tell me everything you remember about [the incident/topic]?” or “Please start from the very beginning and tell me what happened.”
  • Active Listening: This is super important. Listen not just to what they say, but how they say it. Notice pauses, hesitations, changes in tone, and anything they leave out.
  • Non-Interruptive Encouragement: Use verbal and non-verbal cues to encourage them to keep going: “Go on,” “And then?”, “Okay,” nodding, open hand gestures.
  • Allow for Silence: Silence can be uncomfortable, but it’s often really productive. People often fill silence with more information, corrections, or things they realize themselves. Don’t jump in right away.
  • Observe Non-Verbal Cues: Pay attention to their body language, facial expressions, and eye movements. These can tell you about stress, discomfort, certainty, or uncertainty. (A note here: don’t over-interpret single cues; look for patterns and changes.)
  • Take Minimal Notes: During this phase, focus on listening. Just jot down brief keywords or timestamps that will remind you to ask a follow-up question later, but don’t stop their flow.

A solid example: Interviewing a witness to a theft. “Can you please tell me everything you saw and heard from the moment you arrived at the store until you left?” Let them talk. They might jump around. They might forget details. Do not correct them yet. Just listen intently.

Phase 2: Targeted Probes and Clarification (The “Drill Down” Phase)

Now that you have the broad story, it’s time to go back and fill in the blanks, clear up anything fuzzy, and dig up specific details.

  • Chronological Replay (if needed): “Let’s go back to [X point in time]. You mentioned [Y]. Can you tell me more about that?”
  • Open-Ended Follow-Ups: Instead of yes/no questions, use “What happened next?”, “How did that make you feel?”, “Why do you think that occurred?”, “Who else was involved?”
  • Specific Details: “Can you describe the person’s clothing?” “About how far away were you?” “What were the exact words of the conversation?”
  • Sensory Questions: “What did you see? Hear? Smell? Feel?” These often unlock rich, vivid details.
  • Quantity/Time Questions: “Roughly how long did that last?” “How many people were present?” “What time did you leave?”
  • “Show Me” Questions (if relevant): “Could you show me on this diagram where you were standing?” “Could you use your hands to show the movement?”
  • Address Inconsistencies (Gently): If you notice something that clashes with known facts or what they said before, approach it carefully. “Earlier you mentioned [A], but now you’re saying [B]. Can you help me understand the difference?” or “We have information that [X] happened. What’s your recollection of that?”
  • Don’t Lead: Avoid questions that suggest an answer. Instead of “You saw him run, right?”, ask “What did you observe him doing?”
  • Embrace the “I Don’t Know” / “I Don’t Remember”: When someone says this, don’t just move on right away. Probe a little: “What makes you say you don’t know?” “Is there anything that might help you remember? A prompt? A picture?” Often, “I don’t know” really means “I haven’t thought about it from that angle.”

A solid example: From the theft witness: “You mentioned he was wearing a blue jacket. Can you describe the jacket in more detail? Any logos, stripes, a specific shade of blue?” “You said you heard a sound. Can you describe that sound? Was it muffled? Sharp? What did it remind you of?” “You mentioned leaving at 5:00 PM, but the CCTV shows you leaving at 5:08 PM. Can you help clarify the timeline?”

Phase 3: Testing and Challenging (The “Verification” Phase)

This phase needs careful judgment and skill. It’s about checking information, spotting potential deception, and really pushing for a full disclosure. Use this when you suspect incomplete information, evasion, or outright lies.

  • Alternative Facts/Scenarios: Presenting hypothetical (or known) alternative scenarios to see their reaction. “What if I told you that another witness saw [X]?” “Is it possible that [A] happened instead of [B]?” This tests consistency and their willingness to adjust their story.
  • Evidence Presentation (Carefully): If you have undeniable evidence that contradicts what they’re saying, present it with care. “We have a document here that states [X]. How does that fit with what you’re saying?” Watch their reaction – immediate admission, making things up, anger, getting defensive.
  • Silence and Direct Gaze: Sometimes, a sustained period of silence after a key question, combined with direct, non-aggressive eye contact, can prompt them to say more or show discomfort that reveals deception.
  • Loop Questions: Ask a question you asked earlier in a slightly different way, at a different point in the interview. Inconsistencies can reveal if they’re having trouble sticking to a made-up story. “Earlier, you said you were at the grocery store at 8 PM. Can you confirm what aisle you were in at that time?” (Just a tip: don’t make it obvious you’re testing; make it sound like a natural re-clarification.)
  • The “Straw Man” or “Misdirection”: Introduce a slightly incorrect detail to see if they correct you or just go along with it. “So you said the red car turned right at the light?” (when you know it was actually green and turned left). An honest person will correct you; a dishonest person might agree to avoid appearing forgetful or might be too focused on their narrative to notice the subtle shift.
  • Assumption of Guilt/Knowledge (High Risk): Only use this in very specific, high-stakes situations when you have significant supporting evidence. “We know [X] happened. We just need to understand why.” This often leads to justification or explanation rather than continued denial. This is a very advanced tactic and can backfire, making the person you’re interviewing hostile. Use with extreme caution.
  • Questions about Omissions: “Is there anything you left out that might be relevant?” “Is there anything you’re uncomfortable discussing?”
  • The “Concern” Question: “My only concern here is that [X statement] doesn’t quite align with [Y evidence]. Can you help remove that concern?” This puts the responsibility on them to explain the discrepancy.

A solid example: Interviewing a sales manager about missing inventory. You’ve got data showing their team handled fewer sales than usual that week, contradicting their statement of “record sales.” “You mentioned sales were outstanding last week. However, the system reports indicate a significant dip in our usual volume. How do you reconcile that?” If they backtrack or explain a genuine system error, great. If they double down or invent a flimsy excuse, that’s a red flag. Or, you show them footage of them entering the inventory room after hours, which they denied. “We have footage of you entering the inventory room at 11 PM. Can you explain why you were there?”

Phase 4: Closure and Next Steps

End the interview professionally, making sure there are still ways to communicate for future needs.

  • Summarize Key Points (Briefly): “So, to recap, you saw [A], heard [B], and left at [C]. Is that correct?” This gives them one last chance to correct anything.
  • Opportunity for Additional Information: “Is there anything else, no matter how small, that you think might be relevant, that we haven’t covered?” “Is there anything you think I should know that I didn’t ask?”
  • Explain Next Steps: “We might need to follow up with you if we have further questions,” or “We’ll be looking into [X] based on what you’ve told us.”
  • Thank the Interviewee: Always express your gratitude for their time and cooperation.
  • Leaving the Door Open: Give them your contact information if they remember anything else. “If anything else comes to mind, please don’t hesitate to reach out.”

A solid example: “Thank you for your time today. Just to confirm, you stated the car was a blue sedan, and the driver had a distinctive scar over his left eye. Is that accurate?” “Is there anything else about the incident you remember that we haven’t discussed?” “We may contact you again if any details need clarification. Here’s my card. Thank you again for your help.”

Mastering the Art of Observation and Documentation

The interview isn’t just about what’s said; it’s about what you see and how you record it.

Non-Verbal Communication: The Silent Language

A huge part of communication is non-verbal. Training yourself to notice these cues can give you invaluable insights, often revealing what words hide.

  • Baseline Behavior: This is crucial. Figure out what their normal behavior is during the initial, comfortable rapport-building phase. How do they usually sit? Do they fidget? What’s their typical eye contact? Variations from this normal behavior are more significant than isolated “tells.”
  • Body Language:
    • Open vs. Closed: Open gestures, uncrossed arms/legs usually mean they’re receptive. Defensive postures (crossed arms, turning away, leaning back) might mean discomfort, resistance, or deception.
    • Gesticulation: Are their hand movements consistent with their words? Overly exaggerated gestures can sometimes be to cover up a lie, while rigid stillness can also be suspicious.
    • Fidgeting/Restlessness: Fidgeting (like foot tapping, hair twirling, playing with objects) can indicate anxiety, discomfort, or wanting to leave.
    • Proximity: Leaning in can show engagement; leaning back can show disinterest or defensiveness.
  • Facial Expressions:
    • Micro-expressions: Super quick expressions (less than a second) that reveal true emotion before it’s consciously hidden. Hard to spot without training, but worth noting intense, brief flashes of surprise, anger, or fear.
    • Eye Contact: Too little can suggest they’re avoiding something; excessive, unblinking eye contact can be an attempt to overcompensate for deception. Normal eye contact involves breaking and shifting your gaze. Looking up thoughtfully often means they’re trying to remember something, while looking away deliberately can be a sign of discomfort.
    • Sweating/Flushing/Pallor: Physical responses to stress or anxiety.
  • Vocal Cues:
    • Tone and Pitch: A sudden rise in pitch, a shaky voice, or a flat delivery can indicate stress or disinterest.
    • Pacing: Rapid speech can indicate anxiety or an effort to get through details quickly. Slow, deliberate speech can indicate they’re carefully constructing a story or thoughtfully recalling something.
    • Hesitations/Fillers: Lots of “ums,” “ahs,” long pauses before answering, or repeating questions can indicate cognitive load (lying takes more brainpower than telling the truth).
    • Verbal Tense: Shifting from past to present tense when describing a past event can sometimes indicate the person is making up details in real-time.

A word of caution: No single non-verbal cue definitively proves deception. Always look for patterns of cues, changes from their normal behavior, and inconsistencies between what they say and how they act. Use these observations as red flags to probe further, not as absolute proof.

Impeccable Documentation Strategies

Your memory is flawed. Comprehensive, accurate documentation is absolutely essential for an investigative interview.

  • Audio Recording (Preferred, with Consent):
    • Always Ask for Consent First: In many places, recording without consent is illegal. Even where it’s legal, asking for consent builds trust. “Do you mind if I record our conversation? It helps me make sure I don’t miss any important details.”
    • Benefits: Captures every word, tone, pauses, and lets you focus on the person you’re interviewing instead of taking fast notes. Provides an unbiased record.
    • Downsides: Can make some people less open at first.
  • Detailed Note-Taking (During and After the Interview):
    • During the Interview: Jot down key facts, names, dates, times, important statements, follow-up questions, and non-verbal observations. Use shorthand.
    • Immediately After the Interview: This is critical. Expand your notes into a full, detailed summary while your memory is fresh. Include:
      • Date, Time, Location of Interview:
      • Names of all Present: Interviewer, Interviewee, any third parties.
      • Interview Start/End Times:
      • Key Information Provided: Organize chronologically or by topic.
      • Inconsistencies Noted: Document specific points of conflict or evasion.
      • Non-Verbal Observations: “Interviewee fidgeted when asked about [X],” “Avoided eye contact when discussing [Y].”
      • Follow-Up Actions: What needs to be done next based on this interview?
      • Your Impressions: Any gut feelings or analytical conclusions (separate from the factual record).
  • Avoid Biased Language in Notes: Stick to factual descriptions. Instead of “He clearly lied,” write “He stated X, which contradicts known fact Y. He increased vocal pitch and avoided eye contact when making the statement.”
  • Secure and Organize: Store all recordings and notes securely. Create a systematic filing system so you can easily find things.

A solid example: While interviewing a suspect about their alibi, you notice they consistently look down and rub their neck whenever discussing a specific 30-minute window. You jot down “neck rub @ 2:35pm (re: 3-3:30pm)” in your notes. Right after the interview, you expand on this in your transcribed notes: “Interviewee showed signs of discomfort (rubbed neck, broke eye contact) when asked about his whereabouts between 3:00 and 3:30 PM. He provided vague answers for this specific timeframe, contrasting with earlier, more detailed answers.”

Dealing with Difficult Interviewees and Situations

Not every interview will go smoothly. Be ready for resistance, memory gaps, and emotional outbursts.

Recognizing and Responding to Resistance

Resistance can show up in many ways: avoiding the question, being hostile, silence, selective memory, or outright denial.

  • Evasion: Changing the subject, vague answers, giving too much irrelevant detail.
    • Response: Re-direct firmly but politely: “I appreciate that, but let’s go back to [original question].” Or, “I need to understand [specific detail].”
  • Hostility/Anger: Raised voice, aggressive posture, direct insults.
    • Response: Stay calm and professional. Do not get angry back. “I understand you’re frustrated, but my goal is to understand the facts.” Offer a brief break to de-escalate. If it’s really bad, end the interview and re-evaluate.
  • Silence: Refusing to speak, long pauses.
    • Response: Allow for silence, but don’t let it become a tactic. After a reasonable pause, either rephrase the question (“Maybe I didn’t phrase that clearly?”) or move to an easier question to re-engage, then circle back.
  • Selective Memory (“I Don’t Remember”): Claims memory loss for crucial details but remembers unimportant ones.
    • Response: Acknowledge that remembering can be hard. “I understand that was a long time ago, but even small details can help. What might trigger your memory?” Use prompts: “Was it before or after lunch?” “Do you remember who you were with?”
  • Outright Denial (When Faced with Evidence): Insisting on a false story despite contradictory evidence.
    • Response: Present evidence calmly and factually. “We have [this document/footage]. How do you explain the difference?” Focus on facts, not accusations. Offer an exit strategy: “Perhaps there’s a misunderstanding on our part. Help us understand what really happened.”

Navigating Emotional Responses

Investigative interviews often touch on sensitive, traumatic, or embarrassing topics. People may get emotional.

  • Empathy and Patience: Acknowledge their emotions (“I can see this is difficult for you”). Offer a tissue, a glass of water, or a brief break.
  • Maintain Professional Distance: Do not get emotionally invested. Your role is still to gather facts.
  • Regain Focus: Once they’re calm, gently guide them back to the topic. “I appreciate you sharing your feelings. When you’re ready, let’s go back to what happened next.”
  • Know When to Halt: If someone is truly traumatized or can’t communicate clearly, it’s unproductive to continue. Offer to reschedule.

The Problem of Deception: Beyond Body Language

While non-verbal cues are important, direct questioning is the most effective way to address suspected deception.

  • Pre-Commitment Questions: Before asking a critical question, ask a lower-stakes question that gets them to commit to a baseline. “Are you going to be completely honest with me today?” A “yes” makes it harder for them to lie later.
  • The “Truth Bias” Counter: Most people naturally tend to believe others. Actively counter this by questioning assumptions.
  • Focus on Process, Not Just Content: When someone lies, they often struggle with how and why it happened more than what happened. “Exactly how did you manage to do that?” “What was your motivation?”
  • Asking About Omissions: “Is there anything you haven’t told me that might be important?” “Are you holding anything back?” This forces a direct choice.
  • The “Out” Question: Offer a face-saving way for them to backtrack or correct a lie. “Is it possible you’re misremembering, or perhaps you didn’t have all the information at the time?” This gives them an escape route without direct accusation.
  • Consistency Checks: Continuously re-verify details, timelines, and facts across different points in the interview and against known evidence.

A solid example: Interviewing an employee suspected of theft. They deny being near the cash register. “Before we go further, I need to ask, are you absolutely certain you were not in the vicinity of the cash register between 2:00 PM and 2:30 PM?” (Pre-commitment). Later, after they reiterate their denial, you present CCTV. “This footage shows you clearly at the register at 2:15 PM. Can you help me understand this?”

The Ethical Imperative

While the goal is to get results, ethical conduct is non-negotiable. Compromising ethics can invalidate your findings, harm your reputation, and lead to legal trouble.

  • Honesty (Within Reason): Don’t make false promises (e.g., blanket anonymity if you can’t guarantee it). Don’t misrepresent who you are or your purpose.
  • No Coercion or Threats: Never threaten, intimidate, or physically force someone you’re interviewing. Information obtained through force is unreliable and unethical.
  • No False Promises or Inducements: Don’t promise leniency, rewards, or other benefits you can’t deliver.
  • Respect Privacy: While seeking information, don’t dig into irrelevant personal details unless they are directly relevant to the investigation.
  • Recognize Vulnerability: Be especially careful and ethical when interviewing minors, individuals with cognitive impairments, or those in extreme emotional distress. Consider having a neutral third party present or a legal guardian.
  • Accuracy Above All: Do not twist words, misquote, or present partial information as complete facts.

A solid example: You’re interviewing a source who reveals sensitive company information. You can’t promise total anonymity if that information might require you to reveal it to legal authorities later. Be upfront: “I will protect your identity to the fullest extent possible, but please understand there are certain legal situations where I may be compelled to disclose sources.”

Conclusion: The Continuous Pursuit of Truth

Conducting an investigative interview is a delicate balance of art and science. It demands rigorous preparation, sharp observation, strategic questioning, and an unwavering commitment to ethics. For us writers, it’s not just a technique; it’s a craft that transforms superficial stories into deep explorations of truth. By mastering these principles, you move beyond just “getting information” to “uncovering facts.” The results won’t just be better interviews; they’ll be compelling, authoritative narratives that are built on the bedrock of undeniable evidence. Sharpen your skills, embrace the process, and get ready to reveal the truth that lies beneath the surface.