Developing an interview guide for qualitative research projects can be overwhelming at first.
How should you structure the guide?
How do you translate a theory into specific questions?
And what is the difference between open interviews, semi-structured, and structured interview guides?
Help is on the way.
Because in this article, I want to answer all these questions and provide you with a comprehensive tutorial that will allow you to create your interview guide in no time.
To ensure that this video is not just semi-structured like your guide, I have divided the process of creating an interview guide into 5 steps that are easy for you to follow.
By giving you concrete examples for each part of your guide, your interview preparation will become the foundation for an outstanding qualitative research project.
#1 Developing an Interview Guide: Use an established formula
When developing an interview guide for qualitative research projects, you don’t have to reinvent the wheel. The structure for such a guide almost always looks the same. Here’s how it goes.
Before the Interview
The first element of developing an interview guide for qualitative research includes some instructions for you as the interviewer. These are essentially “director’s notes” that you can follow to initiate the interview.
#1 Introduce yourself
This includes your name, age, and the role in which you are conducting the interview.
#2 Thank the interviewee for participating
Interviewees allocate valuable time from their work or even personal life to answer your questions. You shouldn’t miss the opportunity to sincerely express your gratitude.
#3 Provide a brief hint about the research objective
However, you shouldn’t disclose the specific details or research question in advance, as you don’t want to impose any biases on your interviewee. Nonetheless, it is appropriate to give the interviewee some context so they have a rough idea of why they are part of the study.
If you’re unsure, you can also preformulate and read this hint about the research objective. Of course, you can also deliver it freely, but only if you are very confident.
#4 Information on anonymous data handling
Here, you can provide the following information:
“The audio data from this interview will be recorded, transcribed, anonymized, and aggregated. The results will be prepared as part of a study at XYZ University. Recordings will be deleted from all devices upon completion of the study.”
And, of course, you should follow through with this!
#5 Obtain consent
“Are you willing to consent to the recording of our conversation for analysis purposes? I assure you that your anonymity will be maintained, and no inferences about your personal identity will be possible.”
#6 Address any open questions
“Do you have any questions before we begin the interview? If so, feel free to ask them now.”
#7 Start recording
Press the record button. 😉
After the Interview
Even immediately after the interview, you also have a small section you should incorporate in your guide.
#1 Stop recording
Cut! You’ve got it in the can.
#2 Express your gratitude for their participation (yes, once again!)
Yes, even after the interview, you thank them once again. I once had an interviewee who didn’t hang up on time, and I could still hear their loud and relieved sigh. Conducting such an interview for an hour or even longer is exhausting and certainly not taken for granted!
#3 Announce a report about the results
Remind your interviewee once again that the results will be nicely presented after the study is completed, so they or their organization will gain something tangible from it. This serves as a reminder that they also benefit from participating. Of course, you should follow through on this and, even if it’s not part of the submission, create a cool PDF or some sort of briefing that provides added value to the participants.
#4 Snowballing
If you’re in the midst of your study and need more interviewees, now is the perfect time to ask if the person knows anyone else who would also be suitable for the interview. Either the person is so fulfilled by the good deed of participating in the study or so exhausted that they insist their friends and colleagues must have this experience too!
This way, you skillfully expand your sample.
#2 Developing Interview Questions
Now let’s move on to the question blocks of your interview guide. The first block is typical for all interviews interviews, regardless of the topic.
It is all about getting to know the interviewee.
Block 1: Personal and Organizational Information
If your interviewee is not representing an organization or company, you can omit these questions and instead focus on determining their expertise related to the research topic using comparable questions.
How old are you? What is your current position in the company? How long have you been working in the company? How much work experience do you have in your current position (in years)? What is the core business of your company? Which industry would you classify your company in? Of course, you can replace “company” here with any NGO, association, or research institution.
Block 2-X: Open Ended Questions
In this section, you develop your main interview questions.
A good strategy for developing an interview guide for qualitative research is to divide it into blocks. Each block has questions about your research topic.
For a semi-structured interview, it makes sense to move from unstructured to more structured questions.
However, in this part of you guide, all questions should be open-ended. This means that the answer cannot be yes or no.
Two example for an unstructured question is the follwing:
“Please tell me about your experience while you were working at company X.”
or
“What do you know about topic Y?”
And here are two examples for structured questions:
“What are the core values of your organization?”
or
“How do you typically learn new negotiation techniques?”
Make sure to ask the same structured questions in each interview so you can better compare the answers.
So far, we have explored examples of interview questions that aim at investigating a certain research topic.
However, you might also want to develop your questions based on theory, so you can relate the answers you get to what the literature says or a specific theory would predict.
#3 Using Theory to Develop Interview Questions
The following recommendations for creating an interview guide are specifically tailored to a semi-structured, theory-driven interview.
This means that you conduct your interview with a particular theory or body of literature in mind. You want to explore a research subject to better understand it, applying a pre-existing perspective.
The key factors here are, first, having a theoretical background for your study, which you can learn about in my tutorial on the theoretical background of a research paper.
Furthermore, you should already be aware that you will be employing a deductive approach to analyze your interviews, meaning you will translate certain dimensions of a theory into categories and assign the content of the interviews to this predefined framework. You can learn all about this type of analysis in other tutorials. In this tutorial, we focus on the data collection and not the analysis.
Okay, so how do you determine the theoretical dimensions?
It’s quite simple. You just have to consult the literature. To illustrate this, let’s look at an example.
An Example of Using a Theory to Develop an Interview Guide
Suppose you want to understand how the identity of a company is formed when it operates exclusively remotely, meaning from home offices or as digital nomads.
To understand this, you turn to, surprise – Organizational Identity Theory. According to Albert & Whetten (1985) and Whetten (2006), this theory consists of three different dimensions:
Ideational dimension (How the organization understands itself collectively) Definitional dimension (Attributes of the organization; differentiation from other organizations) Phenomenological dimension (Actions and discourse in relation to identity) The specific details of each dimension are irrelevant for this example. What’s important is that you now consult the theory and break down each dimension into its constituent elements, as described in the literature.
Build on existing interview guides
Additionally, you should research whether this theory has already been used in previous interview studies in similar contexts. If so, delve into the sources and examine the guides used by other researchers. This can serve as a great reference for your own guide, but make sure to cite the corresponding source.
Develop your own questions
If you can’t find anything suitable, you’re on your own when developing the interview guide. Let’s take the first dimension of the theory as an example: Actions and discourse in relation to identity.
Instead of asking this question directly, you need to read up on how these actions or discourse could manifest. For example:
How does the company describe itself in job advertisements? Are company events designed differently? How do top managers behave in public appearances?
Now you can transform these questions into more pragmatic interview questions. It would also be possible, for example, to create two different guides, one for executives and one for other employees. Here’s an example:
Executive: How would you describe your company in brief profiles on job boards?
Employee: What understanding did you have of the organization before applying?
Executive: What impression of your organization do you want to convey in public appearances?
Employee: In your opinion, what impression do top managers convey in public appearances?
#4 Develop follow-up questions
The semi-structured nature of your guide allows you to formulate sub-questions to further drive the conversation. You shouldn’t interrupt your interviewees and should give them as much freedom as possible. However, if they struggle or don’t understand the question, you can refer to your follow-up questions.
But if the conversation is heading in an interesting direction, ask questions that make sense in that moment. The guide is only semi-structured, meaning you can deviate from it. Sometimes, this is the only way to discover truly exciting things.
For the first question, the following follow-up are suitable:
Executive follow-up: Does the impression of the organization you had at the founding differ from your current understanding, now that you employ X employees?
Employee follow-up: Does the impression of the organization you had back then differ from your current understanding, now that you have been working there for X years?
Or for the second question:
Follow-up (for both): Do you differentiate between social media, press releases, podcasts, TV, etc.?
#5 Testing and Adjusting the Interview Guide
The beauty of a qualitative research design is that you can move back and forth between the data collection and analysis phases. For a detailed understanding of this process, you can refer to tutorials on the topic of hermeneutics.
In essence, after conducting 2-3 interviews, you can transcribe or paraphrase them to reflect on the flow and structure of the conversations and the guide. If adjustments are needed, you can make them at any time.
This iterative process allows your guide to become more coherent with each interview. So, don’t be afraid that an interview was a waste if everything isn’t perfect the first time. Prepare your guide as explained in this video and go out and test it.
The rest will come naturally.