麦肯锡方法与基本框架-访谈技巧重点.ppt

* In addition, the extent to which either relationship building or information gathering will dominate the interview depends on the interviewee’s role in the engagement, previous contact with McKinsey, and the insights we seek. Therefore, defining the interview’s overall objective requires thinking about our specific objectives in the context of the engagement. * Typically, interviewees have some common concerns. * In sequencing the questions, we need to decide whether to go from the general to the specific or vice versa. The funnel technique starts with open questions and proceeds to increasingly restricted questions. This style works best when the interviewee knows the topic and wants to talk about it. It enables us to focus the more talkative speaker – and it helps avoid mistaken assumptions about the interviewee’s perspective. The inverted funnel technique starts with closed questions and moves toward broader questions. It helps with a reluctant interviewee or when we think the interviewee might not have thought through the issues. By delaying broader questions, we give interviewees a chance to review the facts and reach their own conclusions. * We can ask our questions in two formats: open or closed. Therefore, we need to consider the advantages and disadvantages of these questions to determine their sequence. Open questions promote broad discussion and encourage interviewees to talk freely. However, asking too many “Whys” can be intimidating. * Closed questions direct the dialogue or elicit specific information. They should be used sparingly, otherwise we run the risk of sounding like interrogators. * Finally, we need to double check that our questions are clear and fair; they should not antagonize the interviewee, damage our relationship, limit the flow of information, or taint its value. * Finally, the team needs to decide who will go and how they will interact during the meeting... * …and then we must organize our own thoughts. * After careful planning,