General Guidelines for Conducting Interviews

Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright

1997-2007.

Introduction
Interviews are particularly useful for getting the story behind a participant's experiences.
The interviewer can pursue in-depth information around a topic. Interviews may be
useful as follow-up to certain respondents to questionnaires, e.g., to further investigate
their responses. Usually open-ended questions are asked during interviews.
Before you start to design your interview questions and process, clearly articulate to
yourself what problem or need is to be addressed using the information to be gathered by
the interviews. This helps you keep clear focus on the intent of each question.

Preparation for Interview

1. Choose a setting with little distraction. Avoid loud lights or noises, ensure the
interviewee is comfortable (you might ask them if they are), etc. Often, they may
feel more comfortable at their own places of work or homes.
2. Explain the purpose of the interview.
3. Address terms of confidentiality. Note any terms of confidentiality. (Be careful
here. Rarely can you absolutely promise anything. Courts may get access to
information, in certain circumstances.) Explain who will get access to their
answers and how their answers will be analyzed. If their comments are to be used
as quotes, get their written permission to do so. See getting informed consent.
4. Explain the format of the interview. Explain the type of interview you are
conducting and its nature. If you want them to ask questions, specify if they're to
do so as they have them or wait until the end of the interview.
5. Indicate how long the interview usually takes.
6. Tell them how to get in touch with you later if they want to.
7. Ask them if they have any questions before you both get started with the
interview.
8. Don't count on your memory to recall their answers. Ask for permission to
record the interview or bring along someone to take notes.

Types of Interviews
1. Informal, conversational interview - no predetermined questions are asked, in
order to remain as open and adaptable as possible to the interviewee's nature and
priorities; during the interview, the interviewer "goes with the flow".
2. General interview guide approach - the guide approach is intended to ensure
that the same general areas of information are collected from each interviewee;

1996, Number 2

Performance Monitoring and Evaluation

TIPS

USAID C enter for D evelopment I nformation and E valuation

CONDUCTING KEY INFORMANT INTERVIEWS

What Are Key Informant Interviews?

USAID reengineering
emphasizes listening
to and consulting
with customers, partners and other stakeholders as we undertake development
activities.
Rapid appraisal techniques offer systematic ways of getting
such information
quickly and at low
cost. This Tips advises how to conduct
one such method
key informant interviews.

They are qualitative, in-depth interviews of 15 to 35 people selected

for their first-hand knowledge about a topic of interst. The interviews are loosely structured, relying on a list of issues to be discussed. Key informant interviews resemble a conversation among
acquaintances, allowing a free flow of ideas and information. Interviewers frame questions spontaneously, probe for information and
takes notes, which are elaborated on later.

When Are Key Informant Interviews Appropriate?

This method is useful in all phases of development activities
identification, planning, implementation, and evaluation. For example, it can provide information on the setting for a planned activity that might influence project design. Or, it could reveal why
intended beneficiaries arent using services offered by a project.
Specifically, it is useful in the following situations:
1. When qualitative, descriptive information is sufficient for decision-making.
2. When there is a need to understand motivation, behavior, and
perspectives of our customers and partners. In-depth interviews
of program planners and managers, service providers, host
government officials, and beneficiaries concerning their attitudes
and behaviors about a USAID activity can help explain its
successes and shortcomings.
3. When a main purpose is to generate recommendations. Key
informants can help formulate recommendations that can improve a programs performance.
4. When quantitative data collected through other methods need to
be interpreted. Key informant interviews can provide the how
and why of what happened. If, for example, a sample survey
showed farmers were failing to make loan repayments, key
informant interviews could uncover the reasons.

PN-ABS-541

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5. When preliminary information is needed to
design a comprehensive quantitative study.
Key informant interviews can help frame the
issues before the survey is undertaken.

Advantages and Limitations

Advantages of key informant interviews include:

they provide information directly from

knowledgeable people

they provide flexibility to explore new ideas

and issues not anticipated during planning

they are inexpensive and simple to conduct

Some disadvantages:

they are not appropriate if quantitative data are

needed

they may be biased if informants are not

carefully selected

they are susceptible to interviewer biases

Step 3. Select key informants.

The number should not normally exceed 35. It is
preferable to start with fewer (say, 25), since often
more people end up being interviewed than is
initially planned.
Key informants should be selected for their specialized knowledge and unique perspectives on a
topic. Planners should take care to select informants with various points of view.
Selection consists of two tasks: First, identify the
groups and organizations from which key informants should be drawnfor example, host government agencies, project implementing agencies,
contractors, beneficiaries. It is best to include all
major stakeholders so that divergent interests and
perceptions can be captured.
Second, select a few people from each category
after consulting with people familiar with the
groups under consideration. In addition, each
informant may be asked to suggest other people
who may be interviewed.
Step 4. Conduct interviews.

it may be difficult to prove validity of

findings

Once the decision has been made to conduct key

informant interviews, following the step-by-step
advice outlined below will help ensure highquality information.

Establish rapport. Begin with an explanation of

the purpose of the interview, the intended uses of
the information and assurances of confidentiality.
Often informants will want assurances that the
interview has been approved by relevant officials.
Except when interviewing technical experts,
questioners should avoid jargon.

Steps in Conducting the Interviews

Step 1. Formulate study questions.
These relate to specific concerns of the study.
Study questions generally should be limited to five
or fewer.
Step 2. Prepare a short interview guide.
Key informant interviews do not use rigid questionnaires, which inhibit free discussion. However,
interviewers must have an idea of what questions
to ask. The guide should list major topics and
issues to be covered under each study question.
Because the purpose is to explore a few issues in
depth, guides are usually limited to 12 items.
Different guides may be necessary for interviewing different groups of informants.

Sequence questions. Start with factual questions.

Questions requiring opinions and judgments
should follow. In general, begin with the present
and move to questions about the past or future.
Phrase questions carefully to elicit detailed information. Avoid questions that can be answered by a
simple yes or no. For example, questions such as
Please tell me about the vaccination campaign?
are better than Do you know about the vaccination campaign?
Use probing techniques. Encourage informants to
detail the basis for their conclusions and recommendations. For example, an informants comment, such as The water program has really
changed things around here, can be probed for
more details, such as What changes have you
noticed? Who seems to have benefitted most?
Can you give me some specific examples?

3
Maintain a neutral attitude. Interviewers should be
sympathetic listeners and avoid giving the impression of having strong views on the subject under
discussion. Neutrality is essential because some
informants, trying to be polite, will say what they
think the interviewer wants to hear.
Minimize translation difficulties. Sometimes it is
necessary to use a translator, which can change the
dynamics and add difficulties. For example,
differences in status between the translator and
informant may inhibit the conversation. Often
information is lost during translation. Difficulties
can be minimized by using translators who are not
known to the informants, briefing translators on
the purposes of the study to reduce misunderstandings, and having translators repeat the informants
comments verbatim.
Step 5. Take adequate notes.
Interviewers should take notes and develop them
in detail immediately after each interview to
ensure accuracy. Use a set of common subheadings
for interview texts, selected with an eye to the
major issues being explored. Common subheadings ease data analysis.
Step 6. Analyze interview data.
Interview summary sheets. At the end of each
interview, prepare a 1-2 page interview summary
sheet reducing information into manageable
themes, issues, and recommendations. Each
summary should provide information about the
key informants position, reason for inclusion in
the list of informants, main points made, implications of these observations, and any insights or
ideas the interviewer had during the interview.
Descriptive codes. Coding involves a systematic
recording of data. While numeric codes are not
appropriate, descriptive codes can help organize
responses. These codes may cover key themes,
concepts, questions, or ideas, such as
sustainability, impact on income, and participation
of women. A usual practice is to note the codes or
categories on the left-hand margins of the interview text. Then a summary lists the page numbers
where each item (code) appears. For example,
womens participation might be given the code
wompar, and the summary sheet might indicate
it is discussed on pages 7, 13, 21, 46, and 67 of the
interview text.

Categories and subcategories for coding (based on

key study questions, hypotheses, or conceptual
frameworks) can be developed before interviews
begin, or after the interviews are completed.
Precoding saves time, but the categories may not
be appropriate. Postcoding helps ensure empirically relevant categories, but is time consuming. A
compromise is to begin developing coding categories after 8 to 10 interviews, as it becomes apparent which categories are relevant.
Storage and retrieval. The next step is to develop a
simple storage and retrieval system. Access to a
computer program that sorts text is very helpful.
Relevant parts of interview text can then be organized according to the codes. The same effect can
be accomplished without computers by preparing
folders for each category, cutting relevant comments from the interview and pasting them onto
index cards according to the coding scheme, then
filing them in the appropriate folder. Each index
card should have an identification mark so the
comment can be attributed to its source.
Presentation of data. Visual displays such as
tables, boxes, and figures can condense information, present it in a clear format, and highlight
underlying relationships and trends. This helps
communicate findings to decision-makers more
clearly, quickly, and easily. Three examples below
and on page 4 illustrate how data from key informant interviews might be displayed.

Table 1. Problems Encountered in

Obtaining Credit
Male Farmers
1. Collateral
requirements
2. Burdensome
paperwork

Female Farmers
1. Collateral
requirements
2. Burdensome
paperwork

3. Long delays in 3. Long delays in

getting loans
getting loans
4. Land registered under
male's name
5. Difficulty getting to
bank location

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Table 2. Impacts on Income of a
Microenterprise Activity
In a survey I did of the participants last year, I
found that a majority felt their living conditions have improved.
university professor

Assess reliability of key informants. Assess informants knowledgeability, credibility, impartiality,

willingness to respond, and presence of outsiders
who may have inhibited their responses. Greater
weight can be given to information provided by
more reliable informants.

I have doubled my crop and profits this year

as a result of the loan I got.
participant

Check interviewer or investigator bias. Ones own

biases as an investigator should be examined,
including tendencies to concentrate on information
that confirms preconceived notions and hypotheses, seek consistency too early and overlook
evidence inconsistent with earlier findings, and be
partial to the opinions of elite key informants.

I believe that women have not benefitted as

much as men because it is more difficult for us
to get loans.
female participant

Check for negative evidence. Make a conscious

effort to look for evidence that questions preliminary findings. This brings out issues that may have
been overlooked.

Table 3. Recommendations for

Improving Training

Recommendation

Number of
Informants

Develop need-based training

courses

39

Develop more objective selection

procedures

20

Plan job placement after training

11

Get feedback from informants. Ask the key informants for feedback on major findings. A summary
report of the findings might be shared with them,
along with a request for written comments. Often a
more practical approach is to invite them to a
meeting where key findings are presented and ask
for their feedback.

Selected Further Reading

These tips are drawn from Conducting Key Informant Interviews in Developing Countries, by
Krishna Kumar (AID Program Design and Evaluation Methodology Report No. 13. December 1986.
PN-AAX-226).

Step 7. Check for reliability and validity.

Key informant interviews are susceptible to error,
bias, and misinterpretation, which can lead to
flawed findings and recommendations.
Check representativeness of key informants. Take
a second look at the key informant list to ensure no
significant groups were overlooked.

U.S. Agency for International Development

For further information on this topic, contact Annette

Binnendijk, CDIE Senior Evaluation Advisor, via
phone (703) 875-4235), fax (703) 875-4866), or e-mail.
Copies of TIPS can be ordered from the Development
Information Services Clearinghouse by calling (703)
351-4006 or by faxing (703) 351-4039. Please refer to
the PN number. To order via the Internet, address a
request to [email protected]
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