A great deal of knowledge can be gained through observation. But observation alone does not tell you everything. In the process of discovery we have to employ a multitude of methods to fully understand the current state of the operation. Individual and group interviews are also an important part of the discovery process.
There are many hard to observe activities in the current state that must be explored. Interviews help us to understand the unseen activities that occur inside of an operation. This may be the virtual work or the paperwork that is hard to observe. It is also the informal communication and informal authority and the perceptions that often are ingrained in the culture of the operation.
Both observation and interviews are important. Even with careful observation you will not see and experience the infrequent events that often become a drain on time and resources. While not all infrequent events amount to worthwhile problem solving they have a significant impact on the perception of the operation. Understanding perceptions is crucial when it comes time to motivate the organization toward change. For example, we had a manager of a downstream process tell us that the manager of the upstream process was providing poor quality subassembly. These subassemblies were an important input for his process. When we inquired why, the manager stated that the upstream manager didn’t care. Not caring is tough to observe but it is an important perception to collect in the discovery process. Perceptions like this can only be gathered through interviews.
Much like process observation, collecting details from the interview is important. An interview can unfold in many directions, but I typically ask the same few questions every time I conduct a process interview.
- Describe your role.
- What outcomes or deliverables are you responsible for?
- How do you produce those outcomes or deliverables?
- What are your typical tasks in a given day, week, month, etc.?
- What do you need to perform those tasks?
- What challenges or pain points do you have within your process?
Each of the questions helps to create a picture of the process. Typically, a person can provide these answers in about an hour. I may ask additional questions around their internal or external customers or how they measure the quality of their work. Often these answers come up naturally through the discussion.
When people are interviewed about their process there is often some anxiety. They feel they are being evaluated or audited. “Am I doing this right?” “What will they tell my boss?” Someone on the defense is not going to open up and help you understand the perceptions inside of the organization. It is important to frame the discussion and these questions as information gathering only. There is no judgment. As the interviewer, I maintain a tone of curiosity. I always assume good will of the person that I am speaking with even if there is reason to question good will at the start of the interview. Again, I am trying to uncover what I cannot gain through observation, so it is imperative that people are at ease throughout the interview process. This makes it possible for them to offer up those things that they feel are appropriate for the discussion and necessary to understand the current state of the operation.
The questions also help to keep the conversation on track. Some people will take the conversation off into areas of their own interest or separate agendas. Some will provide too little detail, others will go into endless detail, and still others will use the time as a venting session. None of this will get you clarity on the hard to observe aspects of the process. A good question format like I have described anchors the discussion and provides the most valuable information.
One of the techniques that I have seen work well is the “magic wand question.” You simply ask, “If you could have a magic wand and change one thing about your process to make it easier, what would that thing be?” It is a good question because again, it assumes good will, letting the person know that you are there to help. It removes the perceived barriers between what is possible and impossible. It empowers them over their own process. This is important; a good discovery process is a building block toward creating the motivation for the organization to change.
When we start scheduling interviews I am always asked, “who should attend.” While I prefer one-on-one discussions, this can be inefficient. One-on-one discussions allow for a bit more safety for the individual to describe the problems they see. I will do one-on-one if we are deep diving into a specific area of the company. For large organizations it is more efficient to hold group interviews with a team lead or department head along with some of their team. The interview process is the same with the same questions and same techniques that allow people to be comfortable, open, and honest. I note who does most of the talking, where people look when different questions are asked, and if anyone seems to be sitting in silent disagreement. These observations may create follow up discussions or at least provide additional insight into the information dynamics going on inside of the operation.
Observation is not enough to understand the current state. Interviewing is an important component of the discovery process. I should add it is assumed that you are practicing active listening skills throughout the process of the interview. When a person takes time out of their busy day to share with you it is imperative that you demonstrate genuine interest. You hear without judgment. You take good notes and repeat what you heard for verification of understanding. You avoid your own distractions such as emails and phone calls. This ensures that you capture those things that are affecting the process, but are hard to see. It ensures that you are building the strong rapport you will need to eventually drive change in the organization.