Investigative
Interviewing
Workshop
Professor
Karl Roberts
Investigative interviewing workshop
Professor Karl Roberts
Professor and Chair of Policing and Criminal Justice
University of Western Sydney
Sydney
NSW
Professor of Criminal Justice and Criminology
University of Massachusetts
Massachusetts
USA
Professor of Pacific Policing
University of The South Pacific
Fiji
Email: [email protected]
What is investigative interviewing?
• A conversation with a purpose
• A means to obtain information
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Why bother interviewing?
• In any investigation interviewing provides an
• opportunity for :
– an investigator to ask questions of interest
– interviewee to give an account of their version of
events
– investigator to explore discrepancies
– To identify new investigative leads
Sensitivity to the interviewee
• Expectations and interviews
Interview expectations and
the outcome
• Expectations of interviewee and
interviewer are highly relevant to
the outcome
• Interviewers should try to manage
expectations
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Interviewee Expectations
• Often unsure what to expect
• Unsure what is relevant
• Uncertain about the situation
• Distressed
• Fearful
• Power lies with the interviewer
• May not wish to speak
• May speak too much
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Interviewee Expectations
• Expectations Linked to procedural
• justice (e.g.Tyler,1988)
– Authority should exhibit fair procedures
– Authority should respect individual
– Individual should feel their information is valued
– Authority should listen to individual
– Authority should not rush or pressure individual
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Interviewer expectations
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Want information
Time pressure
Demands from superiors for results
Potential frustration with interviewee if
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They are uncertain
Information does not conform to that expected
Inconsistent answers
Silence
Non-cooperation
• (Gudjonsson, 2003)
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Potential Problems
at interview
• Frustration at lack of progress - too much anger / urgency / even threats
– ‘come on we haven't got all day’
– ‘Im sick of you continuously lying to me/ not answering questions’
• Interruption
– ‘this is irrelevant and I don’t want to hear it’
• Pressure and threats
– ‘Come on answer the question’
• Much more common when witness is uncertain and/or non-compliant
– (Milne and Bull, 2003)
Problems at
interview
• Lack of planning
• Approach to interview
– Interviewer tries to exert too much control
– Aggressive approaches
– Insensitivity to interviewee
• Lack of explanations
• Low/no rapport development
• Poor choice of topics
– Inappropriate
– Irrelevant
• Poor questioning style
– Excessive use of leading questions
Potential
outcomes
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Enhances any uncertainty and stress in interviewee
Enhances effects of any vulnerability
Supports negative expectations/attitudes
High risk of anger and disengagement/aggression
Thwarts interviewee’s Procedural justice expectations causing
– Diminished trust and confidence in investigator
– Diminished cooperation with investigator
• Ultimate risk of
– unreliable information
– confabulation and suggestibility
– misinterpretation
• (Gudjonsson, 2003)
• Risks of
– unreliable information
– confabulation (repeating information given)
– suggestibility (accepting information in questions)
• (Gudjonsson, 2003)
– Procedural justice expectations not met
• Diminished trust and confidence in authority
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What can interviewers do to improve
matters?
• Ethical interviewing
- aim is to avoid problematic interview
- approaches- maximise information obtained
- obtain reliable information
• PEACE is an interview model that can help
achieve this
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Mitigating Risks
• Sensitivity to interviewee’s
– Characteristics
– Needs
– Vulnerabilities
• Awareness that interviewer behaviour is crucial
• PEACE interview model is useful here
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Planning and Preparation
Engage and explain
Account
Closure
Evaluate
Mitigating risks
• Always best to assume initially that
interviewee will be
– Willing to provide a full account
– Truthful
• Minimises risk of interviewer bias
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Mitigating risks
• Clear instructions at start
• Minimise interruption of witness
• Clarification or challenges AFTER witness given
their account
• Use of open questions
• Minimise use of closed questions
• Rapport crucial
Tips…
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Identify topics of interest
Give the interviewee opportunity to talk
Always start with an open question
Don’t dominate the conversation
Be prepared to cede some control
Ask for their version of events first
Listen
Only then should you challenge or clarify the
account
Dealing with violence
Understanding violent situations
• Key to threat assessment
• Understand
– Sub-Types of violence
• Not all violence is the same
– Personal characteristics
– situational and personal triggers
• Recognise and respond to dangerous
behaviour
Subtypes of Violence
• Increased arousal subtype (Impulsive)
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Reactive, high affect, irritable, impulsive
More co-morbidity with psychiatric diagnoses
More responsive to clinical interventions
May require containment to begin interventions
Ex: Domestic violence, bar fight, road rage, most
mental-illness associated violence
Subtypes of Violence
• Proactive Subtype (Predatory), aka Targeted
violence
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Planned
Controlled, goal-directed, ego-syntonic
May be affective “display”
More socialization to violence
Requires more external containment and sanction
Ex: Domestic stalker, school or workplace violence
Pathway to Violence
5. Attack
4. Preparation
3. Research & Planning
2. Ideation
1. Grievance
Calhoun and Weston, “Contemporary Threat Management” (2003)
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Predicting violence
Things to look for
• Behavioural changes
– Changes to routine
– Changes in drink/drug habits
• Changes in attitude – greater negativity
– Irritation with others
– frustration
• Expressed distress
– Life stresses recently experienced
– Fear of others
Things to look for
• Direct or veiled threats of harm
• Intimidating, belligerent, or other
inappropriate or aggressive behavior
• Numerous conflicts with others
• Bringing a weapon to meetings,
brandishing a weapon, making
inappropriate references to guns, or
fascination with weapons
Things to look for
• New dodgy friends
• Family strife
• Attempts to justify behaviour
– Trying to get you ‘on board’
• Attempts to minimize
• Increased social isolation
• Doing very little
– The Devil does make work for idle hands
• Meaningless travel
• Staying out late at night
Things to look for
• Access to potential targets
– New relationship
– Children
– Friends
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Refusing to interact at meetings
Missing meetings
Failing to engage with treatment
Threatening and aggressive demeanor
Things to look for
• Nature of the situation/event/dispute
• How important is it?
– Overcoming obstacles
– Degree of planning
– Continuing with grievance despite
• social humiliation
• Threat of sanctions
Facing violent individuals
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If possible escape
DON’T be a hero
Seek immediate backup from a colleague/police if possible
Practice good active listening skills
Important to behave in a calm, friendly, manner
Communicate respect
Listen
Cooperate
Allow person to vent without interruption
Do NOT argue or seek to justify
Ask how you can help
Get away as soon as you can