訪談溝通(胡紹嘉老師)

CHAPTER An Introduction to Interviewing
章節訪談介紹

When did you last take part in an interview? Don’t be surprised if you try to recall the last time you interviewed for a job or internship. Most people, not just students, think of interviewing as synonymous with employment interviews. A few years ago one of the authors was talking with the administrator of a local hospital. He commented that he had several nursing students in his interviewing course, to which the administrator replied: “Nurses don’t need a course in interviewing; there are plenty of nursing positions available all over the country.” It did not occur to the administrator that interviewing courses cover a variety of interviews other than employment and that nurses are involved in information giving and getting, counseling, and persuasive interviews every single day, most of them involving the health and safety of patients. When we give or get information, counsel or are counseled, interview for a position or recruit for a position, persuade or are persuaded, we are taking part in interviews, the most common form of purposeful, planned communication. Interviews may be formal or informal, unstructured or structured, simplistic or sophisticated, supportive or threatening. They may last for a few minutes to hours and be intimate or highly functional.
你上一次參加訪談是什麼時候？如果你試著回想一下上一次面試工作或實習的時間，不要感到驚訝。大多數人，不僅僅是學生，將面試視為與就業面試同義。幾年前，作者之一與一家當地醫院的管理者交談。他提到他在訪談課程中有幾位護理學生，管理者回應道：“護士不需要訪談課程；全國各地有很多護理職位。”管理者並未意識到，面試課程涵蓋了除就業之外的各種面試，而護士每天都參與信息的提供和獲取、諮詢和被諮詢、面試職位或招聘職位、說服或被說服，這些大多涉及患者的健康和安全。當我們提供或獲取信息、諮詢或被諮詢、面試職位或招聘職位、說服或被說服時，我們正在參加面試，這是最常見的有目的、計劃性的溝通形式。訪談可以是正式或非正式的、非結構化或結構化的、簡單或複雜的、支持性或威脅性的。它們的持續時間可以從幾分鐘到幾小時，並且可以是親密的或高度功能性的。

Interviews share characteristics with intimate interactions, social conversations, small groups, and presentations, but they are significantly different. This chapter identifies the essential elements of interviewing, distinguishes interviewing from other forms of interpersonal communication, focuses on the interview as a relational form of communication, and discusses the uses and challenges of participating in electronic interviews.
訪談與親密互動、社交對話、小組討論和演示有相似之處，但它們有著顯著的不同。本章確定了訪談的基本要素，區分了訪談與其他形式的人際溝通，專注於訪談作為一種關係性溝通的形式，並討論參與電子訪談的用途和挑戰。

The Essential Elements of Interviews
訪談的基本要素

Interactional互動式

An interview is interactional because there is an exchanging, or sharing, of roles, responsibilities, feelings, beliefs, motives, and information. If one person does all of the talking and the other all of the listening, a speech to an audience of one, not an interview, is taking place. Although we traditionally identify the interviewer and interviewee in interviews, we often interchange these roles as interviews progress. For instance, if as an interviewee we ask questions about Internet security with one of our school’s Web specialists, make a counteroffer for a hybrid automobile, quiz a recruiter about a summer position at a dude ranch in Colorado, or request a nurse practitioner to explain the possible side effects of a prescribed drug, we assume the role of interviewer for the moment and the interviewer takes on the role of interviewee. As the
訪談是互動性的，因為在其中存在角色、責任、感受、信念、動機和信息的交流或分享。如果一個人負責所有的講話，而另一個人則負責所有的傾聽，那麼進行的就是對一個人的演講，而不是面試。儘管我們在面試中傳統上識別面試官和受訪者，但隨著面試的進行，我們經常會互換這些角色。例如，如果作為受訪者，我們向學校的一位網絡專家詢問有關互聯網安全的問題，對混合動力汽車提出反要約，向招聘人員詢問在科羅拉多州的度假牧場的暑期職位，或請求護士執業者解釋處方藥的可能副作用，那麼我們暫時就扮演了面試官的角色，而面試官則扮演了受訪者的角色。隨著
other person responds, makes a counteroffer, answers questions, or gives explanations, the roles switch back to traditional ones.
其他人回應、提出反要約、回答問題或給予解釋時，角色會重新回到傳統的角色。

Interactional does not mean equal. In some interviews, such as journalistic, counseling, and recruiting, an ideal division of speaking time might be 70 percent to 30 percent, with the interviewee doing most of the talking. In others, such as information giving and sales, the ratio might be reversed with the interviewer doing most of the talking and questioning. Both parties must determine an appropriate ratio.
互動並不意味著平等。在某些訪談中，例如新聞採訪、諮詢和招聘，理想的發言時間分配可能是 70%對 30%，受訪者佔據大部分的發言時間。在其他情況下，例如提供資訊和銷售，比例可能會顛倒，面試官佔據大部分的發言和提問。雙方必須確定一個合適的比例。

Interactional also means a sharing of responsibilities. When thinking of common interviews such as recruiting, journalistic, health care, and persuasive, we tend to focus on the responsibilities of one party-the applicant in the recruiting interview, the investigator in the journalistic or police interview, the health care professional in the medical interview, and the persuader in the persuasive interview. Both parties are responsible for the success or failure of each interview. The interview is truly a mutual activity and will not work if either party fails to appreciate the collaborative nature of the effort. For example, the recruiter is responsible for studying the applicant’s credentials, preparing insightful and challenging questions, being up-to-date on information about the organization, and replying honestly and fully to the applicant’s questions. On the other hand, the applicant is responsible for doing a careful self-analysis, preparing thorough and honest credentials, researching the organization and position, replying honestly and fully to questions, and asking carefully phrased questions about the position and organization. It takes two parties to make an interview a success. That is why we will address the roles of both interviewer and interviewee throughout this book.
互動也意味著責任的共享。在考慮常見的面試類型，如招聘、新聞採訪、醫療面試和說服性面試時，我們往往專注於一方的責任——在招聘面試中是應聘者，在新聞或警方面試中是調查者，在醫療面試中是醫療專業人員，在說服性面試中是說服者。雙方對每次面試的成功或失敗都負有責任。面試確實是一種互動活動，如果任一方未能認識到這種合作的性質，則無法順利進行。例如，招聘者負責研究應聘者的資歷，準備有見地且具挑戰性的問題，了解有關組織的最新信息，並誠實且全面地回答應聘者的問題。另一方面，應聘者則負責進行仔細的自我分析，準備全面且誠實的資歷，研究組織和職位，誠實且全面地回答問題，並仔細提出有關職位和組織的問題。成功的面試需要雙方的合作。這就是為什麼我們在整本書中將討論面試官和面試者的角色。

Few interviews are successful if either party is unwilling to share feelings, beliefs, motives, and information. Before an interview begins, be aware of your feelings (pride, fear, anger, sympathy), motives (security, belonging, freedom, ambition), beliefs (social, political, historic, economic, religious), and information (facts, data, opinions) and those of the other party. John Stewart writes that communication “is a collaborative process of verbal and nonverbal meaning-making through which we construct the worlds of meaning we inhabit.”

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Our creating and sharing comes from words and nonverbal signals-touches, hugs, handshakes, and facial looks-that express interest, concerns, and reactions. Close interpersonal interchanges such as interviews involve risk that can be minimized but never eliminated, and if either party “plays it safe,” the interview is likely to fail.
如果任何一方不願意分享感受、信念、動機和信息，則很少有面試是成功的。在面試開始之前，要意識到自己的感受（自豪、恐懼、憤怒、同情）、動機（安全感、歸屬感、自由、野心）、信念（社會、政治、歷史、經濟、宗教）和信息（事實、數據、意見），以及對方的這些方面。約翰·斯圖爾特寫道，溝通“是一個通過言語和非言語意義建構的合作過程，通過這個過程我們構建了所居住的意義世界。”我們的創造和分享來自於表達興趣、關注和反應的言語和非言語信號——觸碰、擁抱、握手和面部表情。密切的人際交流，如面試，涉及風險，這種風險可以最小化但永遠無法消除，如果任何一方“保持安全”，面試很可能會失敗。

Process過程

An interview is a complex, ever-changing process.
面試是一個複雜且不斷變化的過程。

No interview occurs in a vacuum.
面試並非在真空中進行。

A process is a dynamic, continuing, ever-changing interaction of variables with a degree of system or structure. The parties in each interaction generate energy through their desires to achieve specific goals. Communication interactions are not static. Role changes, exchanges of information, and revelations of feelings and motives produce reactions and insights that lead to new and unexpected areas of insight and exploration. John Stewart claims that "Human communicators are always sending and receiving simultaneously. As a result each communicator has the opportunity to change how things are going at any time in the process.

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Although each interview is unique in some respects, all involve an interaction of communication ingredients such as perceptions, verbal and nonverbal messages, levels of disclosure, feedback, listening, motivation, expectations, and assumptions. Each party brings knowledge, experiences, expectations,
過程是一種動態的、持續的、持續變化的變數互動，具有一定的系統或結構。每次互動中的各方通過他們實現特定目標的願望產生能量。溝通互動不是靜態的。角色變化、信息交流以及情感和動機的揭示產生反應和洞察，導致新的和意想不到的洞察和探索領域。約翰·斯圖爾特聲稱：“人類溝通者總是同時發送和接收信息。因此，每位溝通者都有機會在過程中的任何時刻改變事情的進展。

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雖然每次訪談在某些方面都是獨特的，但所有訪談都涉及溝通成分的互動，例如感知、口頭和非口頭信息、披露程度、反饋、傾聽、動機、期望和假設。每一方都帶來知識、經驗和期望，

More than two people may be involved in an interview, but never more than two parties-an interviewer party and an interviewee party.
訪談中可能涉及兩個以上的人，但絕不會超過兩個當事方——一方是訪談者，另一方是受訪者。
pressures, and personal limitations to the interaction. An interview occurs at a specific time and on a specific date; takes place at a specific location surrounded by objects, persons, and sounds; and is preceded or followed by events that may impact it for good or ill. Sarah Trenholm and Arthur Jensen, for instance, note that “Communication always takes place in a cultural context.”

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壓力和個人限制對互動的影響。訪談在特定的時間和日期進行；在特定的地點進行，周圍有物體、人物和聲音；並且在其之前或之後可能會有影響其好壞的事件。例如，莎拉·特倫霍姆和亞瑟·詹森指出：“溝通總是在文化背景中進行。”

Like other processes, once an interview begins, we “cannot not communicate.”

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We may communicate effectively or poorly, but we will communicate something as long as we are within sight or sound of one another. The result may be success or failure. Chapter 2 develops a general summary model that intro-
像其他過程一樣，一旦訪談開始，我們「無法不溝通」。

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我們可能有效地或不良地進行溝通，但只要我們在彼此的視線或聲音範圍內，我們就會傳達某些東西。結果可能是成功或失敗。第二章發展了一個一般摘要模型，該模型引入了

Once initiated, the interview is an ongoing process.
一旦開始，訪談就是一個持續的過程。

A dyadic process involves two parties.
雙方過程涉及兩個當事方。

All interviews
have a degree of structure.
所有訪談都有一定程度的結構。

duces, discusses, and illustrates the many communication variables that interact in the interviewing process.
探討並說明在面試過程中互動的多種溝通變數。

Parties 各方

Interviews may involve two or more people (two recruiters interviewing a graduating senior, two police officers interviewing a crime victim, three friends interviewing an apartment owner), but never more than two parties. If more than two parties are involved (for example, three accountants discussing a financial report or four unrelated buyers making different offers to the owner of a fishing boat), a small group interaction is taking place, not an interview. There is one party in the first setting and five parties in the second. The interview is a dyadic process, and adding parties transforms it into a distinctly different interaction.
面試可能涉及兩個或更多人（兩名招聘人員面試一名畢業生、兩名警察面試一名犯罪受害者、三名朋友面試一名公寓擁有者），但絕不會超過兩方。如果涉及超過兩方（例如，三名會計師討論一份財務報告或四名無關的買家向一名漁船擁有者提出不同的報價），那麼發生的是小組互動，而不是面試。在第一種情境中有一方，在第二種情境中有五方。面試是一個雙方過程，增加參與方會將其轉變為一種截然不同的互動。

Purpose目的

At least one of the two parties must come to an interview with an important goal-other than mere enjoyment-and intention to focus on specific subject matter. This predetermined and serious purpose distinguishes the interview from social conversation or informal, unplanned interactions such as meeting a friend on the street. While conversations are rarely organized in advance, interviews must have a degree of advanced planning and structure, even if we have little more than a purpose and topics in mind. In most effective interviews, the interviewer will plan the opening, select topics, prepare questions, gather information, and determine how to close the interview. Chapter 4 deals with the principles and techniques of opening, developing, and closing interviews.
至少有一方必須帶著一個重要的目標來參加面試——這個目標不僅僅是為了享樂——並且有意專注於特定的主題。這種預先確定且認真的目的使面試與社交對話或非正式的、未經計劃的互動（例如在街上遇見朋友）有所區別。雖然對話很少事先組織，但面試必須有一定程度的事先計劃和結構，即使我們心中只有一個目的和主題。在大多數有效的面試中，面試官會計劃開場，選擇主題，準備問題，收集信息，並決定如何結束面試。第四章討論了開場、發展和結束面試的原則和技巧。

Although good conversations and interviews share many characteristics such as exchanging speaking and listening, mutual concern that each party finds the interaction
雖然良好的對話和訪談有許多共同特徵，例如交流說話和傾聽、彼此關心，使得每一方都能在互動中找到價值

An interview is a conversation and much more.
面試是一種對話，還有更多的意義。

All interviews所有訪談

involve questions and answers.
涉及問題和答案。

Questions play問題扮演

multiple roles in interviews.
面試中的多重角色。

pleasant and rewarding, and effective verbal and nonverbal messages, they are very different. Imagine going to an employer to ask for a raise or time off or to a recruiter for a summer internship without giving thought to how you will begin, the case you will present, information you might provide, questions you will ask, answers you will give, or what you will say if your request or application is rejected. On the other hand, imagine visiting a friend or coworker who always plans conversations ahead of time. Most of us would send an e-mail instead or avoid contact.
愉快且有益，以及有效的口頭和非口頭信息，它們是非常不同的。想像一下，去找雇主要求加薪或請假，或者去找招聘者尋求暑期實習，而不考慮你將如何開始、你將提出的案例、你可能提供的信息、你將問的問題、你將給出的答案，或者如果你的請求或申請被拒絕時你會說什麼。另一方面，想像一下拜訪一位總是提前計劃對話的朋友或同事。我們大多數人會選擇發送電子郵件，或者避免接觸。

Questions問題

Asking and answering questions are important in all interviews. Some interviews, such as market surveys and journalistic interviews, consist entirely of questions and answers. Others, such as recruiting, counseling, and health care, include a mixture of questions and information sharing. And still others, such as sales, training, and performance review involve strategic questions from both parties designed to obtain or clarify information and to change another person’s ways of thinking, feeling, or acting.
在所有面試中，提問和回答問題都是重要的。一些面試，例如市場調查和新聞採訪，完全由問題和答案組成。其他面試，例如招聘、諮詢和醫療保健，則包括問題和信息共享的混合。而還有一些，例如銷售、培訓和績效評估，則涉及雙方的戰略性問題，旨在獲取或澄清信息，並改變他人的思維、感受或行為方式。

Without either party asking and answering questions, how could we discuss a grade with a professor, counsel a roommate who is skipping too many lectures, interview for an internship, take part in a performance review, or explain a difficult psychological theory? Questions are the tools interviewers and interviewees employ to obtain information, check the accuracy of messages sent and received, verify impressions and assumptions, and provoke feeling or thought. Chapter 3 introduces you to a variety of question types and their uses and misuses.
如果沒有任何一方提問和回答問題，我們如何能與教授討論成績、輔導一位缺課過多的室友、面試實習、參加績效評估，或解釋一個困難的心理學理論？問題是面試官和面試者用來獲取信息、檢查發送和接收信息的準確性、驗證印象和假設，以及激發情感或思考的工具。第三章將介紹各種問題類型及其使用和誤用。

An interview, then, is an interactional communication process between two parties, at least one of whom has a predetermined and serious purpose, that involves the asking and answering of questions.
因此，面試是一個雙方之間的互動溝通過程，其中至少一方具有預定的嚴肅目的，並涉及提問和回答問題。

This definition of interviewing encompasses a wide variety of interviews, many of which require specialized training and specific abilities. W. Charles Redding developed a “situational schema” that arranged interviews according to functions. Figure 1.1 is an elaboration of this schema.
這一定義的面試涵蓋了各種各樣的面試，其中許多需要專業訓練和特定能力。W. Charles Redding 開發了一個“情境架構”，根據功能對面試進行了排列。圖 1.1 是這一架構的詳細說明。

Quiz #1—What Is and Is Not an Interview?
測驗 #1—什麼是面試，什麼不是面試？

With our definition of interviewing in mind, determine which of the following interactions constitutes an interview and which does not.
根據我們對面試的定義，判斷以下哪些互動構成面試，哪些不構成。

An Air Force recruiter is meeting with a potential recruit and her parents at her home a few weeks after her graduation from a community college. The purpose is to get the recruit to sign up for basic training.
一名空軍招募官在一名潛在新兵及其父母的家中會面，時間是在她從社區大學畢業幾週後。目的是讓這名新兵報名參加基礎訓練。
A representative from a large construction management firm is meeting with a student during an engineering job fair on campus.
一位來自大型建築管理公司的代表正在校園內的工程招聘會上與一名學生會面。
A person is meeting with his doctor and her nurse practitioner to determine whether he will be able to play on the soccer team this spring.
一個人正在與他的醫生和她的護理師會面，以確定他是否能在這個春季參加足球隊。
A supervisor is conducting a quarterly performance review meeting with an associate in his division.
一位主管正在與其部門的一名員工進行季度績效評估會議。

Figure 1.1 Types of interviews
圖 1.1 訪談類型

Information giving信息提供
a. Orientationa. 定向
b. Training, instruction, coaching
b. 訓練、指導、教練
c. Job-related instructions
c. 工作相關指示
d. Briefingsd. 簡報
Information gathering資訊收集
a. Surveys and polls
調查和民意調查
b. Exit interviewsb. 離職面談
c. Research interviewsc. 研究訪談
d. Investigations: insurance, police, etc.
d. 調查：保險、警察等。
e. Medical, psychological, diagnostic, caseworker, etc.
醫療、心理、診斷、社工等。
f. Journalisticf. 新聞學
Selection選擇
a. Screening篩選
b. Determinateb. 確定性
c. Placementc. 位置
Problems of interviewee’s behavior
受訪者行為的問題
a. Appraisal, evaluative, review
評估、評價、審查
b. Separation, firingb. 分離，開火
c. Correction, discipline, reprimand
c. 更正、紀律、譴責
d. Counseling輔導
Problems of interviewer’s behavior
訪談者行為的問題
a. Receiving complaintsa. 接收投訴
b. Grievancesb. 不滿事項
c. Receiving suggestions
c. 接收建議
Problem solving問題解決
a. Discussing mutually shared problems
a. 討論共同面臨的問題
b. Receiving suggestions for solutions
b. 接收解決方案的建議
Persuasion說服
a. Selling products and services
銷售產品和服務
b. Recruiting membersb. 招募成員
c. Fund-raising and development
c. 籌款與發展
d. Changing the way a party feels, thinks, or acts
d. 改變一方的感受、思考或行為
A professor is asking questions in her class concerning assigned readings and their practical applications to public relations.
一位教授在她的課堂上詢問有關指定閱讀材料及其在公共關係中的實際應用的問題。
Three members of a consulting firm are discussing a draft of their recommendations over lunch prior to presenting the proposal later in the day.
三名顧問公司成員正在午餐時討論他們建議的草稿，以便在當天稍後提出提案。
An academic counselor is discussing next semester’s classes with a counselee.
一位學術顧問正在與一位諮詢者討論下學期的課程。
A sales representative is attempting to sell a rolltop desk to a couple who are creating an office in their home.
一名銷售代表正試圖向一對正在家中建立辦公室的夫婦推銷一張滾筒桌。
A television reporter is meeting with the mayor and police chief to discuss a recent crime wave on the north side of the city. The result will be a 10 -minute special on the evening news.
一名電視記者正在與市長和警察局長會面，討論最近在城市北側發生的犯罪潮。結果將是一個 10 分鐘的晚間新聞特別報導。
A telemarketer is talking to a person on the phone about investing in a new alternative fuel, start-up company.
一名電話推銷員正在與一位人士通話，討論投資於一家新的替代燃料初創公司。

A Relational Form of Communication
關係型溝通形式

The notion of relationship is inherent in our definition of interviewing because interviews are reciprocal interactions between two parties and something two parties do together, not something they do to each other.

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Both parties in interviews are connected interpersonally and have varying degrees of interest in the relationship and the outcome of the interview. This relationship may commence with the start of the interview or have a history that began days, months, or years before. For example, you may encounter a recruiter or counselor for the first time, or you may interact with a sales representative or supervisor with whom you have a long-standing and longlasting relationship. Anxiety may be high because one or both parties may have “negative expectations based on a previous interaction.”

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Interviews with no prior history may be difficult “precisely because we don’t know the rules and so we don’t know exactly how to coordinate our conversational moves.”

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Stereotypes often play significant negative roles in interactions between strangers, particularly during the first few minutes when parties have exchanged little personal information.

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關係的概念是我們對訪談定義中固有的，因為面試是雙方之間的互動，而不是單方面的行為。面試中的雙方在人際上是相互連結的，對於關係和面試結果的興趣程度各不相同。這種關係可能在面試開始時就已經存在，或者有著數天、數月或數年前開始的歷史。例如，您可能第一次遇到招聘者或顧問，或者您可能與一位有著長期且持久關係的銷售代表或主管互動。由於一方或雙方可能基於先前的互動而有「負面期望」，因此焦慮可能會很高。沒有先前歷史的面試可能會很困難，「正因為我們不知道規則，所以我們不確定如何協調我們的對話行為。」刻板印象在陌生人之間的互動中往往扮演著重要的負面角色，特別是在雙方交換了很少的個人信息的前幾分鐘。

Our relationships may be intimate with close family members, friends, and longtime acquaintances. They may be casual with co-workers, neighbors, fellow professionals, or persons we have known for some time: physicians, restaurant owners, clothiers, and teachers. Or they may be distant or formal and purely functional, such as sales associates, plumbers, consulting physicians, attorneys. Trenholm and Jensen warn that “once a label is firm in our mind, it tends to limit our perception of what we can do together.” 9
我們的關係可能與親密的家庭成員、朋友和長期認識的人密切相關。它們可能與同事、鄰居、同行專業人士或我們認識一段時間的人（如醫生、餐廳老闆、服裝商和教師）保持隨意的關係。或者它們可能是疏遠或正式的，純粹是功能性的，例如銷售助理、水管工、顧問醫生和律師。特倫霍姆和詹森警告說：“一旦標籤在我們心中確立，它往往會限制我們對共同活動的認知。” 9

Relationships change over time and during interactions. John Stewart and Carole Logan claim that "each time they communicate, relational partners construct and modify patterns that define who they are for and with each other.

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And Stephen Littlejohn writes that “people in a relationship are always creating a set of expectations, reinforcing old ones, or changing an existing pattern of interaction.”

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Trenholm and Jensen caution that “relationships are not something we create once; they are something we recreate and refine every time we communicate.”

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關係隨著時間和互動而變化。約翰·斯圖爾特和卡羅爾·洛根聲稱：“每次他們溝通時，關係夥伴都會構建和修改定義他們彼此身份的模式。”

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斯蒂芬·利特爾約翰寫道：“處於關係中的人們總是在創造一組期望，強化舊的期望，或改變現有的互動模式。”

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特倫霍姆和詹森警告說：“關係不是我們一次性創造的東西；它們是我們每次溝通時重新創造和完善的東西。”

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Relationships change because situations change. For instance, we may have a pleasant, supportive relationship with a fellow employee until we become this person’s department head or we begin to compete for a promotion. Many of us are adept at dealing with routine and simple situations but encounter difficulty adapting to new situations and unexpected demands. Trenholm and Jensen claim interactions take "experience and flexibility. A person who knows only one way to do things will have trouble confronting new approaches; the more we learn about alternative ways of organizing relationships, the more flexible we can become.

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Above all, both parties in a
關係因情況而改變。例如，我們可能與同事保持愉快且支持的關係，直到我們成為這個人的部門主管或開始競爭晉升。許多人擅長處理例行和簡單的情況，但在適應新情況和意外需求時會遇到困難。Trenholm 和 Jensen 主張互動需要「經驗和靈活性。一個只知道一種做事方式的人在面對新方法時會遇到困難；我們對組織關係的替代方式了解得越多，我們就能變得越靈活。

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最重要的是，雙方在一個
relationship must strive to be skillful communicators and to assume new roles while understanding what are acceptable and fitting behaviors in these roles.
關係必須努力成為熟練的溝通者，並在理解這些角色中可接受和合適的行為的同時，承擔新的角色。

Relational Dimensions關聯維度

There are many relational dimensions, but five are particularly relevant to interviews.
有許多關係維度，但有五個特別與訪談相關。

Similarity相似性

Relationships are cultivated when both parties share cultural norms and values, training, experiences, personality traits, attitudes, and expectations. We may come from the same neighborhood, share ethnic heritage, be career-oriented, attend the same college, or want to exchange information and ideas. In fact, we tend to form relationships most often with those in close proximity to us at work, church, social and religious activities, and professional associations. We may find it easier to interact with a person of the same sex, age, or race. Awareness of similarities enables interview parties to understand one another, establish common ground, and adapt to perceptions.
當雙方分享文化規範和價值觀、訓練、經驗、個性特徵、態度和期望時，關係便會得到培養。我們可能來自同一個社區，分享民族遺產，注重事業，參加同一所大學，或希望交流信息和想法。事實上，我們往往最常與那些在工作、教堂、社交和宗教活動以及專業協會中與我們近距離的人建立關係。我們可能會發現與同一性別、年齡或種族的人互動更為容易。對相似性的認識使面試雙方能夠相互理解，建立共同基礎，並適應彼此的看法。

A few simi-

larities do not equal relational peers.
相似性並不等同於關係同儕。

Wanting to be involved leads to meaningful interchanges.
渴望參與會導致有意義的交流。

Be careful of noting a few surface similarities-dress, age, ethnicity-and assuming you have a great deal in common. These obvious similarities may be all that you have in common. Judith Martin and Thomas Nakayama write that “similarity is based not on whether people actually are similar but on the perception of a similar trait.”

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The authors have discovered during their long careers that people they came to know primarily through contacts and experiences at professional conferences were not nearly as similar as they assumed from these contacts. They thought that since they were competent, friendly, thoughtful, and caring at professional meetings, they were the same when they got back home and dealt day-to-day with departmental colleagues, staff, and students. These assumptions often proved to be untrue. The similarities exhibited at professional conferences were superficial at best.
小心注意一些表面的相似性——服裝、年齡、種族——並假設你們有很多共同之處。這些明顯的相似性可能就是你們唯一的共同點。朱迪思·馬丁和托馬斯·中山寫道：“相似性並不基於人們實際上是否相似，而是基於對相似特徵的感知。”

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作者在他們漫長的職業生涯中發現，通過專業會議的接觸和經歷認識的人，並不像他們從這些接觸中假設的那樣相似。他們認為，由於在專業會議上表現出能力、友好、深思熟慮和關懷，因此回到家中與系內同事、員工和學生日常交往時也應該是如此。然而，這些假設往往被證明是不真實的。在專業會議上表現出的相似性充其量只是表面上的。

Inclusion/Involvement包容/參與

Relationships are cultivated when both parties want to take part and become actively involved as speakers and listeners. The more we get involved and share, the more satisfying we are likely to find the relationship and to anticipate future interactions. We show this satisfaction through words and actions.
當雙方都希望參與並積極參與作為講者和聆聽者時，關係便會得到培養。我們越是參與和分享，就越可能發現這段關係令人滿意，並期待未來的互動。我們通過言語和行動表達這種滿意。

Unfortunately, an applicant may be interviewing merely for the experience rather than interest in the organization, and the recruiter may want to end a long day of endless interviews. Sometimes we are “talked to” and “talked down to” rather than communicated with, and we don’t like it. Effective relationships develop when the parties literally become interdependent, when “Each becomes aware that what” they do and not do “will have an impact on the other” and “each begins to act with the” other party “in mind.” 15 Their actions become joint actions and neither takes part with expectations that are either too high, and thus unattainable, or or too low, and thus unrewarding or unfulfilling.
不幸的是，申請者可能只是為了獲得經驗而面試，而不是對該組織感興趣，而招聘者可能想要結束漫長的無盡面試。有時我們被“交談”而不是與之“溝通”，我們不喜歡這樣。當雙方實際上變得相互依賴時，有效的關係就會發展，當“每個人都意識到他們所做和不做的事情將對另一方產生影響”時，“每個人開始以另一方為考量行動。”他們的行動變成共同的行動，且雙方都不抱有過高的期望，因此無法實現，或過低的期望，因此無法獲得回報或滿足。

Affection情感

Relationships are cultivated when parties like and respect one another, when there is warmth or friendship. Affection or liking occurs in an interview when there is a “we”
當各方彼此喜歡和尊重時，關係便會得到培養，當中有溫暖或友誼。在面試中，當出現「我們」時，便會產生情感或喜好。

We communicate more freely with people we like.
我們與喜歡的人溝通得更自由。

instead of a “me-you” or “we-they” feeling. We are unlikely to establish a lasting friendship in a 5 - to 10 -minute interview, but we can communicate in a way the other party finds pleasant, productive, and fair.
而不是“我-你”或“我們-他們”的感覺。我們不太可能在 5 到 10 分鐘的面試中建立持久的友誼，但我們可以以對方覺得愉快、有成效和公平的方式進行交流。

Some of us find showing affection difficult, particularly in formal settings. We may fear “closeness” and prefer to keep others, acquaintances as well as strangers, at a comfortable distance. Professors often fear getting too close to students they evaluate and reward, and students often fear closeness with professors because of the effect this may have on evaluations and how the professor and others may perceive it. We may come to an interview with an ambivalent, negative, or hostile attitude toward the other party. James Honeycutt writes that "even though relationships are in constant motion, relationship memory structures provide a perceptual anchor [so] individuals can determine where they are in a relationship.

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Relational memory is a double-edged sword, however. Negative memories may doom an interview before it starts while positive memories may assure that it will be a pleasant and productive interaction.
有些人發現表達情感很困難，特別是在正式場合。我們可能害怕「親密」，並更喜歡將他人，包括熟人和陌生人，保持在一個舒適的距離。教授們常常擔心與他們評估和獎勵的學生過於親近，而學生們則常常因為這可能對評估產生的影響以及教授和其他人可能的看法而害怕與教授親近。我們可能以矛盾、消極或敵對的態度來到面試中。詹姆斯·哈尼卡特（James Honeycutt）寫道：「儘管關係處於不斷變動之中，關係記憶結構提供了一個感知的錨點，使個體能夠確定他們在關係中的位置。」然而，關係記憶是一把雙刃劍。消極的記憶可能在面試開始之前就注定其失敗，而積極的記憶則可能確保這將是一個愉快且富有成效的互動。

Control控制

Because each party in interpersonal interactions, such as interviews, is “a participant in an ongoing process,” neither can control the process completely.

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John Stewart claims that “nexting” is the most important communication tool because “Whenever you face a communication challenge or problem, the most helpful question you can ask yourself is, ‘What can I help to happen next, and how?’”

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The intent is to keep the interaction progressing toward a productive end for both parties. Thus, relationships are cultivated when both parties share control and neither seeks a dominant role. Either party may have considerable control over the interaction; the decision is how to use it. A respondent may say no to a political pollster or hang up the telephone during a call from a charity. An interviewer may do most of the talking in a sales interview or withhold information during a crime scene investigation. Chapter 2 discusses directive and nondirective approaches to interviewing, in which the interviewer controls the process or enables the interviewee to have considerable control over the process.
因為在面對面互動中，例如面試，每一方都是「持續過程中的參與者」，因此都無法完全控制這個過程。

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約翰·斯圖爾特聲稱「下一步」是最重要的溝通工具，因為「每當你面對溝通挑戰或問題時，最有幫助的問題是，‘我能幫助接下來發生什麼，以及如何做到？’」

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其意圖是使互動朝著雙方都能獲得成效的方向發展。因此，當雙方共享控制權且都不尋求主導角色時，關係便得以培養。任一方都可能對互動擁有相當的控制權；關鍵在於如何使用這種控制權。受訪者可以對政治民調者說不，或在接到慈善機構的電話時掛斷電話。面試官在銷售面試中可能會大部分時間講話，或在犯罪現場調查中隱瞞信息。第二章討論了指導性和非指導性面試方法，其中面試官控制過程或使受訪者對過程擁有相當的控制權。

Control often poses problems during interviews because they involve organizational hierarchies or chains of command: president over vice president, manager over associate, professor over student, supervisor over an intern. This upward and downward communication may handicap both parties. One may have the power and authority to determine when, where, or if an interview takes place; who the other party will be; and the results of the interview. As John Stewart points out, however, “No one person can completely control a communication event, and no single person or action causes-or can be blamed for-a communication outcome.”

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控制在面試過程中常常會造成問題，因為它涉及組織層級或指揮鏈：總統在副總統之上，經理在助理之上，教授在學生之上，主管在實習生之上。這種向上和向下的溝通可能會對雙方造成障礙。一方可能擁有決定面試何時、何地或是否進行的權力和權威；另一方將是誰；以及面試的結果。然而，正如約翰·斯圖爾特所指出的，“沒有任何一個人可以完全控制一個溝通事件，沒有任何單一的人或行動會導致或可以被指責為溝通結果。”

Trust信任

Trust alone may determine the outcome of an interview.
信任本身可能決定面試的結果。

Fisher and Brown claim that trust is the “single most important element of a good working relationship” and that we must be trustworthy but not necessarily "wholly trusting.

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It is healthy to be skeptical at times. Unfortunately, some people trust few people, are inherently suspicious, and may border on paranoia. This leads some to claim that trust is a mind-set, an attitude that influences our interactions.
費舍爾和布朗聲稱，信任是“良好工作關係中最重要的單一元素”，我們必須值得信賴，但不一定要“完全信任”。有時保持懷疑是健康的。不幸的是，有些人信任的人很少，天生懷疑，可能接近偏執。這使得一些人聲稱信任是一種心態，一種影響我們互動的態度。

Trust is essential in interviews because how they are conducted, with whom, the climate encountered, and their potential outcomes typically affect us directly-our incomes, careers, purchases, colleagues, profits, health, understanding, safety. Relationships are cultivated when the parties trust one another to be honest, sincere, reliable, truthful, fair, even-tempered, and of high ethical and moral standards, in other words safe. Gudykunst and Kim write that "When we trust others, we expect positive outcomes from our interactions with them; when we have anxiety-about interacting with others, we fear negative outcomes from our interactions with them.

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Martin, Nakayama, and Flores warn that “in intercultural conflict situations, when we are experiencing high anxieties with unfamiliar behavior (for example, accents, gestures, facial expressions), we may automatically withhold trust.”

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信任在面試中至關重要，因為面試的進行方式、與誰進行、所遇到的氛圍以及其潛在結果通常會直接影響我們——我們的收入、職業、購買、同事、利潤、健康、理解和安全。當各方彼此信任，誠實、真誠、可靠、真實、公正、情緒穩定，並具備高道德和倫理標準時，關係便會得以培養，換句話說，就是安全。古迪昆斯特和金寫道：“當我們信任他人時，我們期望與他們互動會有正面的結果；當我們對與他人互動感到焦慮時，我們則擔心與他們互動會有負面的結果。”馬丁、中山和弗洛雷斯警告說：“在跨文化衝突情境中，當我們對不熟悉的行為（例如口音、手勢、面部表情）感到高度焦慮時，我們可能會自動地拒絕信任。”

We will not open up to persons we cannot trust to keep their word or fear will be negative or hostile. Unpredictable persons and outcomes lead to caution in questions and answers and the sharing of information. Risk may be too high. One of the authors dealt frequently with an administrator on his campus who was often understanding, helpful, and kind but was notorious for losing his temper and shouting at faculty and staff during interactions. There was no way to determine which person would appear at any moment, so interviewees tended to be cautious, measured their words carefully, and prepared themselves for the worst. The climate of the interview clearly affects trust. A supportive, friendly, positive, helpful, or constructive climate enhances trust and the quality of communication between the interview parties. On the other hand, a critical, hostile, negative, obstructive, or hurtful climate severely limits trust and inevitably affects the disclosure that takes place and the sharing of ideas, attitudes, and feelings.
我們不會向那些我們無法信任其言行一致或擔心會帶來負面或敵意的人敞開心扉。不可預測的人和結果會導致在提問和回答以及信息分享時的謹慎。風險可能過高。作者之一經常與他所在校園的一位管理者打交道，這位管理者通常理解、樂於助人且友善，但在互動中卻以失去耐性和對教職員大喊大叫而聞名。無法確定任何時刻會出現哪個人，因此受訪者往往會謹慎行事，仔細斟酌自己的言辭，並為最壞的情況做好準備。面試的氛圍顯然會影響信任。支持性、友好、積極、樂於助人或建設性的氛圍會增強信任以及面試雙方之間的溝通質量。另一方面，批評性、敵意、消極、阻礙或傷害性的氛圍則會嚴重限制信任，並不可避免地影響所發生的披露以及思想、態度和感受的分享。

Global Relationships全球關係

We must understand cultures to live and work in the twenty-first century.
我們必須理解文化，以便在二十一世紀生活和工作。

Men and women communicate differently.
男性和女性的溝通方式不同。

Our social and work worlds have become global, so it’s important to understand how relationships are shaped and cultivated in different countries and cultures. In the United States, we tend to have numerous friendly, informal relationships and to place considerable importance on how a person looks, particularly early in relationships.

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While Americans create and discard relationships frequently, Australians make deeper and longer-lasting commitments. Arabs, like Americans, develop relationships quickly but, unlike Americans who dislike taking advantage of relationships by asking for favors, Arabs believe friends have a duty to help one another. Chinese develop very strong, long-term relationships and, like Arabs, see them as “filled with obligations.”

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Germans develop relationships slowly because they believe relationships are very important. Using first names before a relationship is firmly established is rude behavior. Japanese prefer not to interact with strangers or foreigners, want background information on parties before establishing relationships, prefer doing business with people they have known for years, and take a great deal of time establishing relationships.
我們的社會和工作世界已經變得全球化，因此了解不同國家和文化中關係是如何形成和培養的變得非常重要。在美國，我們傾向於擁有許多友好、非正式的關係，並且非常重視一個人的外貌，特別是在關係的早期階段。

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雖然美國人經常創造和放棄關係，但澳大利亞人則會做出更深層次和更持久的承諾。阿拉伯人像美國人一樣迅速建立關係，但與不喜歡利用關係請求幫忙的美國人不同，阿拉伯人認為朋友有責任互相幫助。中國人發展非常強大、長期的關係，並且像阿拉伯人一樣，將其視為“充滿義務”。

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德國人則因為認為關係非常重要而緩慢地發展關係。在關係尚未穩固建立之前使用名字被視為不禮貌的行為。日本人則不喜歡與陌生人或外國人互動，希望在建立關係之前了解對方的背景信息，偏好與認識多年的朋友做生意，並花費大量時間來建立關係。

Men and Women in Relationships
男女在關係中

Sex of participants is critical in establishing and refining relationships because they are influenced by what we say and how we say it. Women use communication as a primary way of establishing relationships, while men communicate “to exert control, preserve independence, and enhance status.”

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Men’s talk tends to be directive and goal-oriented,
參與者的性別在建立和完善關係中至關重要，因為他們受到我們所說的話和我們的表達方式的影響。女性將溝通作為建立關係的主要方式，而男性則是“為了施加控制、保持獨立和提升地位”而進行交流。男性的談話往往是指導性和目標導向的，
with statements that “tend to press compliance, agreement, or belief.” Women’s talk, in contrast, tends to be more polite and expressive, containing less intense words, qualifiers (perhaps, maybe), and disclaimers (“Maybe I’m wrong, but . . .” “I may not fully understand the situation, but . . .”).

^{26}

與“傾向於施加遵從、同意或信念”的陳述相比，女性的談話則更為禮貌和表達豐富，包含較少強烈的詞語、修飾語（或許、也許）和免責聲明（“也許我錯了，但……”“我可能不完全理解情況，但……”）。

Electronic Interviews電子訪談

The telephone interview is convenient and inexpensive.
電話訪談方便且便宜。

The Telephone電話

When we hear the word interview, we tend to think of a face-to-face meeting of two parties involved in information getting or giving, recruiting, selling, counseling, performance reviews, and other familiar settings. With the invention of the telephone, however, interviews no longer had to be face-to-face encounters; they could be ear-to-ear. Telephone interviews became so commonplace and irritating that many states and the federal government created “Don’t Call” lists to protect our privacy and sanity.
當我們聽到「面試」這個詞時，我們往往會想到兩個參與者之間進行信息獲取或提供、招聘、銷售、諮詢、績效評估以及其他熟悉場景的面對面會議。然而，隨著電話的發明，面試不再必須是面對面的接觸；它們可以是耳對耳的。電話面試變得如此普遍且令人厭煩，以至於許多州和聯邦政府創建了「不打擾」名單，以保護我們的隱私和理智。

Organizations have turned to the telephone to conduct initial employment screening interviews, fund-raising campaigns, and opinion polls to save time, reduce monetary expenses, and eliminate the time necessary to send staff to numerous locations. They use conference calls to enable several members of an organization to ask questions and hear replies from staff and clients in multiple locations scattered over a wide geographical area. Interviewers and interviewees can talk to several people at one time, answer or clarify questions directly, be heard while responding, and receive immediate feedback.
組織已經轉向電話進行初步的就業篩選面試、募款活動和民意調查，以節省時間、降低金錢開支，並消除派遣員工到多個地點所需的時間。他們使用電話會議使組織的多位成員能夠向來自多個地點的員工和客戶提問並聽取回覆。面試官和面試者可以同時與多個人交談，直接回答或澄清問題，在回應時被聽到，並獲得即時反饋。

A major problem with telephone interviews is the lack of “presence” of parties. Hearing a voice is not the same as being able to observe an interviewer’s or interviewee’s appearance, dress, manner, eye contact, face, gestures, and posture. Some studies comparing telephone and face-to-face interviews suggest that the two methods produce similar communicative results, with respondents giving fewer socially acceptable answers over the telephone and preferring the anonymity it provides.

^{27}

Other studies urge caution in turning too quickly to the telephone. One study found that interviewers do not like telephone interviews, and this attitude may affect how interviewees reply. Another study discovered that fewer interviewees (particularly older ones) prefer the telephone, and this may lower degree of cooperation.

^{28}

People may feel uneasy about discussing sensitive issues with strangers they cannot see, and it is difficult to make convincing confidentiality guarantees when not face-to-face.
電話訪談的一個主要問題是缺乏雙方的“存在感”。聽到聲音並不等同於能夠觀察面試官或受訪者的外貌、穿著、舉止、眼神接觸、面部表情、手勢和姿勢。一些比較電話訪談和面對面訪談的研究表明，這兩種方法產生的交流結果相似，受訪者在電話中給出的社會可接受答案較少，並且更喜歡其所提供的匿名性。其他研究則提醒在過快轉向電話訪談時要謹慎。一項研究發現，面試官不喜歡電話訪談，這種態度可能會影響受訪者的回答。另一項研究發現，較少的受訪者（特別是年長者）偏好電話訪談，這可能會降低合作的程度。人們可能會對與看不見的陌生人討論敏感問題感到不安，並且在非面對面的情況下很難做出令人信服的保密保證。

The Cell Phone手機

The introduction of the cell phone just a few years ago has created a whole new world of “talking,” and we assume some listening, that seemingly takes place everywhere, from dorm rooms, kitchens, and backyards to restrooms, parks, and classrooms. When we walk through our campuses at 7:00 in the morning and see, and hear, students on their cell phones, we wonder who they are talking to that early in the morning.
幾年前手機的引入創造了一個全新的“交談”世界，我們假設也有一些聆聽，這似乎發生在各個地方，從宿舍、廚房和後院到洗手間、公園和教室。當我們在早上七點走過校園，看到並聽到學生們在使用手機時，我們不禁想知道他們在這麼早的時候和誰交談。

A new concern for the privacy of professional, business, and personal cell phone interviews results from users, apparently feeling they must talk loud enough for all of us within 75 feet to hear, shouting to the person on the other end. We could go to any restaurant, lounge area, or airport boarding area today and hear complete conversations that otherwise would be held behind closed doors to assure confidentiality. If these were just social conversations, the problem would be merely annoying. However, we have heard executives discussing mergers, profit margins, and personnel changes; patients discussing their diagnoses and prescriptions with medical practitioners; and students requesting help with assignments, grade adjustments, and personal problems.
對於專業、商業和個人手機訪談的隱私，出現了一個新的擔憂，這是因為用戶顯然感覺他們必須大聲到足以讓 75 英尺內的所有人都能聽到，對著另一端的人大喊。我們今天可以去任何餐廳、休息區或機場登機區，聽到完整的對話，這些對話本來應該在關閉的門後進行以確保保密。如果這些只是社交對話，問題僅僅是令人煩惱。然而，我們聽到高管討論合併、利潤率和人事變動；病人與醫療從業者討論他們的診斷和處方；以及學生請求幫助解決作業、成績調整和個人問題。

The growing sophistication of two-way video technology may reduce the problems and concerns caused by critical nonverbal cues missing from the telephone. Cell phone technology that allows parties to send visual images of one another while they are talking is a recent development. Tiny headshots, of course, are far from the presence of face-to-face interviews, but they are a critical step forward in the interview process.
雙向視頻技術的日益成熟可能會減少由於電話中缺失關鍵非語言線索而引發的問題和擔憂。允許雙方在通話時發送彼此視覺影像的手機技術是最近的發展。當然，微小的頭像遠不及面對面訪談的存在，但它們在訪談過程中是一個重要的進步。

The Videoconference視訊會議

By the late 1990s, surveys indicated that 82 percent of companies were using or planning to use videoconference technology to conduct recruiting interviews because it was less expensive, enabled parties to see one another, and could be conducted globally.

^{29}

Some ten years later, videoconferencing has expanded well beyond this figure and to include many types of interviews. Although this technology would seem to be as good as “being there in person,” there are significant differences from face-to-face interviews.
到 1990 年代末，調查顯示 82%的公司正在使用或計劃使用視訊會議技術進行招聘面試，因為這樣成本較低，能夠讓雙方互相看到，並且可以在全球範圍內進行。十年後，視訊會議的使用已經遠超過這一數字，並涵蓋了多種類型的面試。儘管這項技術似乎與“親自到場”一樣好，但與面對面面試之間仍存在顯著差異。

Since visual cues are limited to the top half or faces of participants, or group shots in the case of multiple-person interview parties, there are fewer nonverbal cues. One result is fewer interruptions that lead to longer and fewer turns by participants. It is more difficult to interact freely and naturally with people on a screen. Perhaps this is why participants provide more negative evaluations of others in the interview who may appear to dominate the process. One study showed that interviewers liked the videoconference because they could “unobtrusively take more notes, check their watches, or refer to resumes without disrupting the flow of the interview” or, perhaps, being noticed by the other party. On the other hand, they had trouble “reading nonverbal behaviours such as facial expression, eye contact, and fidgeting” and telling “whether a pause was due to the technology, or the applicant being stumped.” Although a significant majority of interviewers (

88 %

) indicated that they would be willing to use videoconferencing for interviews, a significant majority (

76 %

) said they preferred face-to-face interviews.

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由於視覺線索僅限於參與者的上半身或面部，或在多位參與者的訪談中使用團體拍攝，因此非語言線索較少。其結果是參與者的中斷較少，導致發言時間較長且次數較少。在螢幕上與人自由自然地互動更為困難。也許這就是為什麼參與者對在訪談中可能主導過程的其他人給予更多負面評價的原因。一項研究顯示，面試官喜歡視訊會議，因為他們可以「不引人注意地做更多筆記、查看手錶或參考簡歷，而不會打斷訪談的進行」或，或許，不會被對方注意到。另一方面，他們在「解讀非語言行為，如面部表情、眼神接觸和小動作」以及判斷「暫停是由於技術問題，還是申請者被難住」方面遇到了困難。儘管絕大多數面試官（

88 %

）表示他們願意使用視訊會議進行面試，但絕大多數（

76 %

）表示他們更喜歡面對面的面試。

^{30}

Interviewees in teleconference interviews should be aware of the length of their answers to enhance turn-taking and avoid the appearance of trying to dominate the interview. They, too, can check their lists of questions, take notes, and watch their time without being noticed. Above all, interviewees should be aware of the importance of upper-body movement, gestures, eye contact, and facial expressions that will attract favorable and unfavorable attention. With technology, there is no traditional handshake and the interviewee is alone in a room with the interviewer, and these factors
參加視訊面試的受訪者應該注意他們回答的長度，以增強輪流發言的效果，並避免給人試圖主導面試的印象。他們也可以在不被注意的情況下檢查問題清單、做筆記並掌握時間。最重要的是，受訪者應該意識到上半身動作、手勢、眼神接觸和面部表情的重要性，這些都會吸引正面或負面的注意。隨著科技的發展，傳統的握手不再存在，受訪者獨自在一個房間裡與面試官交流，這些因素

The Internet can provide important information on positions and organizations and background on interviewers and interviewees.
互聯網可以提供有關職位和組織的重要信息，以及面試官和面試者的背景資料。
may generate tension for some. Follow these suggestions for a more effective and enjoyable interview: speak up so you can be heard easily, dress conservatively in solid colors, look at the camera full-face, limit movements, try to forget about the camera, expect some lag time between questions and responses.

^{31}

One study indicated that applicants in recruiting interviews were more satisfied with their performance in face-to-face interviews when the interviews were less structured and more satisfied with their performance in videoconference interviews when the interviews were highly structured.

^{32}

Since questions in highly 'structured interviews tend to require shorter answers, interviewees may have felt less pressured to determine length and content of answers and turn-taking.
可能會為某些人產生緊張感。遵循以下建議以進行更有效且愉快的面試：大聲說話以便能夠清楚地被聽到，穿著保守的純色服裝，正面看著鏡頭，限制動作，試著忘記鏡頭，預期問題與回答之間會有一些延遲時間。

^{31}

一項研究表明，當面試較不結構化時，應徵者在面對面面試中的表現滿意度較高，而在視訊會議面試中，當面試高度結構化時，應徵者對其表現的滿意度較高。

^{32}

由於高度結構化的面試中的問題往往需要較短的回答，面試者可能感覺在回答的長度和內容以及輪流發言方面的壓力較小。

The Internet互聯網

The Internet lacks the nonverbal cues critical in interviews.
互聯網缺乏在面試中至關重要的非語言提示。

With the introduction of the Internet, many interviews went from face-to-face and ear-to-ear to finger-to-finger. It has enabled large numbers of people to make inquiries, send and receive information, and discuss problems at any time of the day or night and nearly anywhere in the world. But are these multiple-party interactions electronic mail rather than interviews? If two parties use the Internet to interact in real time, it meets our definition of an interview. Small video cameras mounted on the computer that
隨著互聯網的引入，許多面試從面對面和耳對耳轉變為指對指。這使得大量人們能夠隨時隨地進行查詢、發送和接收信息以及討論問題。但這些多方互動是電子郵件而非面試嗎？如果兩方使用互聯網進行實時互動，那麼它符合我們對面試的定義。安裝在電腦上的小型攝像頭

sends live pictures and sound between interview parties may make electronic interactions superior to the telephone and ever closer to the face-to-face interview. One obstacle to overcome is the reluctance of parties to type lengthy answers to questions that they can provide easily in person or over the telephone. The Internet’s potential seems unlimited and, as it becomes more visually interactive, it will take on more of the properties of the traditional interview in which both parties not only ask and answer questions but communicate nonverbally through appearance, face, voice, and gesture. Unfortunately, the small screen will continue to limit the visibility and effectiveness of nonverbal communication.
透過即時影像和聲音在面試雙方之間傳遞的方式，可能使電子互動優於電話，並且越來越接近面對面的面試。一個需要克服的障礙是雙方不願意對可以輕鬆在面對面或電話中提供的問題輸入冗長的回答。互聯網的潛力似乎是無限的，隨著其變得更加視覺互動，它將擁有更多傳統面試的特性，在這種面試中，雙方不僅提問和回答問題，還通過外貌、面部表情、聲音和手勢進行非語言交流。不幸的是，小螢幕將繼續限制非語言交流的可見性和有效性。

Summary摘要

Interviewing is an interactional communication process between two parties, at least one of whom has a predetermined and serious purpose, that involves the asking and answering of questions. This definition encompasses a wide variety of interview settings that require training, preparation, interpersonal skills, flexibility, and a willingness to face risks involved in intimate, person-to-person interactions. Interviewing is a learned, not an inherited, skill and art, and perhaps the first hurdle to overcome is the assumption that we do it well because we do it so often. The increasing flexibility of the telephone and the Internet is resulting in significant numbers of interviews no longer occurring face-to-face, and this is posing new challenges and concerns.
面試是一種雙方之間的互動溝通過程，其中至少一方具有預定的嚴肅目的，涉及提問和回答問題。這一定義涵蓋了各種需要訓練、準備、人際交往技巧、靈活性以及面對親密人際互動中風險的意願的面試環境。面試是一種學習而非遺傳的技能和藝術，也許首要的障礙是認為我們做得很好，因為我們經常這樣做。電話和互聯網的靈活性日益增加，導致大量面試不再面對面進行，這帶來了新的挑戰和擔憂。

Because we are involved in interviews every day, we assume the process is simple and requires little, if any, formal training. What is so difficult about asking a few questions, providing a few answers, or exchanging a bit of information or advice? But if you think interviewing is simple and basic skills come naturally, recall some of your recent experiences. Most of us learn how to interview by observing others or taking part in interviews, thus perpetuating many poor interviewing practices handed down from one generation to another. We assume that practice makes perfect, but 20 years of experience may be one year of flawed experience repeated 20 times, sort of like our golf swing, driving, or cooking.
因為我們每天都參與面試，我們假設這個過程很簡單，幾乎不需要任何正式的訓練。問幾個問題、提供幾個答案或交換一些信息或建議有什麼困難呢？但是如果你認為面試很簡單，基本技能是自然而然的，那麼回想一下你最近的經歷。我們大多數人是通過觀察他人或參加面試來學習如何面試的，因此延續了許多從一代傳到另一代的糟糕面試習慣。我們假設熟能生巧，但 20 年的經驗可能只是重複了 20 次的有缺陷的經驗，就像我們的高爾夫揮桿、駕駛或烹飪一樣。

There is a vast difference between skilled and unskilled interviewers and interviewees, and the skilled ones know that practice makes perfect only if you know what you are practicing. Studies in health care, for example, have revealed that medical students, physicians, and nurses who do not receive formal training in interviewing patients actually become less effective interviewers over time, not more effective.
熟練的面試官和非熟練的面試官及面試者之間存在著巨大的差異，而熟練者知道，只有在知道自己在練習什麼的情況下，練習才能達到完美。例如，醫療保健方面的研究顯示，沒有接受正式病人面試訓練的醫學生、醫生和護士，隨著時間的推移，實際上會變得不那麼有效，而不是變得更有效。

The first essential step in developing and improving interviewing skills is to understand the deceptively complex interviewing process and its many interacting variables. Successful interviewing requires you to understand both parties, the exchanging of roles, perceptions of self and other, communication interactions, feedback, situation, and the influence of outside forces. Chapter 2 explains and illustrates the interviewing process by developing a model step-by-step that contains all of the fundamental elements that interact in each interview.
發展和改善面試技巧的第一個基本步驟是理解表面上複雜的面試過程及其許多相互作用的變數。成功的面試要求你理解雙方、角色的互換、自我與他人的感知、溝通互動、反饋、情境以及外部力量的影響。第二章通過逐步發展一個包含每次面試中相互作用的所有基本要素的模型，來解釋和說明面試過程。

Our purposes in writing this book are twofold. First, we want to introduce you to the basic skills applicable for all interviews (Chapters 2, 3, and 4) and specific skills needed in specialized settings (Chapters 5 to 13). And, second, we want to help you improve your interviewing skills for a lifetime, not merely while you are a student or a recent graduate looking for your first position.
我們撰寫這本書的目的有兩個。首先，我們希望向您介紹適用於所有面試的基本技能（第 2、3 和 4 章）以及在專業環境中所需的特定技能（第 5 至 13 章）。其次，我們希望幫助您終身提升面試技巧，而不僅僅是在您還是學生或剛畢業尋找第一份工作的時候。

Key Terms and Concepts
關鍵術語與概念

The online learning center for this text features FLASHCARDS and CROSSWORD PUZZLES for studying based on these terms and concepts.
這段文字的線上學習中心提供了基於這些術語和概念的閃卡和填字遊戲以供學習。

Affection情感	Interactional互動式	Questions問題
Beliefs信念	Internet互聯網	Relational關聯的
Casual隨意	Interpersonal人際關係	Relational dimensions關係維度
Control控制	Interview面試	Relational distance關係距離
Conversation對話	Intimate親密	Relational history關係歷史
Culture文化	Involvement參與	Relationships關係
Directive approach指導性方法	Motivate激勵	Safe安全
Distant遙遠	Motives動機	Sex性別
Downward communication向下溝通	Nondirective approach非指導性方法	Similarity相似性
Dyadic二元的	Parties政黨	Structure結構
Electronic interviews電子訪談	People人們	System系統
Exchanging交換	Predetermined purpose預定目的	Telephone電話
Feelings感受	Privacy隱私	Trust信任
Formal正式	Problem solving問題解決	Upward communication向上溝通
Global relationships全球關係	Process過程	Videoconference視訊會議
Information資訊	Purpose目的

An Interview for Review and Analysis
訪談以進行審查和分析

Luis Martinez and Mary O’Reilly are neighbors in a historic neighborhood called Jefferson Hill near a large university campus. As an increasing number of students have chosen to live off campus and enrollments have far exceeded available residence hall capacity, developers have purchased large homes and either turned them into multiple apartments or demolished them to build apartment complexes. Noise, parking, traffic, trash, and vandalism have become problems. Luis and Mary are attempting to create a Jefferson Hill Neighborhood Association to maintain the historic, single-family nature of their area. They are talking to neighbors, and Sarah Hershberger, their contact this evening, is a single mother of two grade-school-age children who moved into the neighborhood approximately one yearage. Although the homes of Luis and Mary are only a block from Sarah, they have never met her. Their children do not play with one another. The interview is taking place at 6:00 p.m.
路易斯·馬丁內斯和瑪麗·奧萊莉是位於一個名為傑斐遜山的歷史社區的鄰居，該社區靠近一所大型大學校園。隨著越來越多的學生選擇在校外居住，註冊人數遠超過可用的宿舍容量，開發商購買了大型住宅，將其改建為多個公寓或拆除重建公寓綜合體。噪音、停車、交通、垃圾和破壞行為已成為問題。路易斯和瑪麗正試圖建立傑斐遜山鄰里協會，以維護他們地區的歷史單戶住宅特性。他們正在與鄰居交談，而今晚的聯絡人莎拉·赫希伯格是一位有兩個小學年齡孩子的單身母親，大約一年前搬進了這個社區。儘管路易斯和瑪麗的家距離莎拉只有一個街區，但他們從未見過她。他們的孩子也沒有一起玩耍。訪談在下午六點進行。

As you read this interview, think about answers to the following questions: Why is this an interview and not a small group discussion? How is this interaction fundamentally different from a speech or conversation? What is the approximate ratio of listening and speaking, and how appropriate is it? What is the predetermined purpose of this interview? When is it revealed? What roles do questions play? Assess the relationship between the parties by considering similarity, inclusion/involvement, affection, control, and trust. Is the relationship enhanced or lessened as the interview proceeds? How does lack of a “relational history” affect this interview?
在閱讀這次訪談時，思考以下問題的答案：為什麼這是一個訪談而不是小組討論？這種互動與演講或對話有何根本不同？聆聽和講話的比例大約是多少，這樣的比例合適嗎？這次訪談的預定目的為何？何時揭示？問題扮演了什麼角色？通過考慮相似性、包容/參與、情感、控制和信任來評估雙方之間的關係。隨著訪談的進行，這種關係是增強還是減弱？缺乏“關係歷史”對這次訪談有何影響？

Luis: Hi Sarah.路易斯：嗨，莎拉。
Sarah: Uh, hi.莎拉：呃，嗨。
Luis: We live around the corner on Hill Top Drive.
路易斯：我們住在山頂大道的轉角處。
Sarah: Uh huh?莎拉：嗯？
Mary: I’m Mary O’Reilly and this is Luis Martinez.
瑪麗：我是瑪麗·奧萊利，這位是路易斯·馬丁內斯。
Sarah: Hi. I’m Sarah Hershberger. I don’t think we’ve met.
莎拉：嗨。我是莎拉·赫希伯格。我想我們還沒有見過面。
Mary: No I don’t think we have, though we’ve been wanting to meet our new neighbors.
瑪麗：不，我不認為我們見過，雖然我們一直想要認識我們的新鄰居。
Luis: How long have you lived in the neighborhood Sarah?
路易斯：莎拉，你在這個社區住了多久？
Sarah: Nearly a year, but I’m still trying to get unpacked. We’re just about to sit down for dinner. What can I do for you?
莎拉：快一年了，但我仍在努力整理行李。我們正要坐下來吃晚餐。我能為你做什麼？
Luis: It’s really something we hope to be able to do together.
路易斯：這真的是我們希望能夠一起做到的事情。
Sarah: Oh?莎拉：哦？
Luis: Since you’ve lived here only a short time and not during football season, you may not be aware of the problems we’re having with large numbers of university students moving into the neighborhood. Apartment buildings pop up like mushrooms each June.
路易斯：由於你在這裡住的時間不長，且不是在足球賽季，你可能不知道我們在大量大學學生搬進這個社區時所面臨的問題。每年六月，公寓大樓像蘑菇一樣冒出來。
Mary: The neighborhood has changed a lot in the past few years.
瑪麗：這個社區在過去幾年中變化很大。
Sarah: Well, it’s been fairly quiet. I was concerned at first about traffic because of my two children, but there have been no major problems.
莎拉：嗯，這裡相對安靜。一開始我對交通感到擔心，因為我有兩個孩子，但並沒有出現重大問題。
Mary: Wait until August and nearly 75,000 fans show up for the first football game. It can be a madhouse around here with a lot of drinking.
瑪麗：等到八月，將會有近 75,000 名球迷來觀看第一場足球比賽。這裡可能會變得非常混亂，還有很多喝酒的情況。
Luis: Mary and I are trying to organize a Jefferson Hill Neighborhood Association that would fight to maintain the historic, single-family nature of the area. We are afraid both are rapidly disappearing.
路易斯：瑪麗和我正在嘗試組織一個傑佛遜山鄰里協會，旨在維護該地區的歷史單戶住宅特性。我們擔心這兩者都在迅速消失。
Sarah: Is a formal association necessary? I’ve actually enjoyed many of the students, and they’ve helped me with the yard and babysitting.
莎拉：正式的協會有必要嗎？我其實很喜歡許多學生，他們幫助我打理院子和照顧小孩。
Mary: We feel very strongly that it is way past due.
瑪麗：我們非常強烈地感覺這已經過期很久了。
Luis: It certainly is. If we don’t organize now, it will soon be too late.
路易斯：確實如此。如果我們現在不組織，將很快就會太遲。
Sarah: What’s this association supposed to do? I don’t want to be seen as antistudent and, frankly, some of my neighbors are less neighborly than the students.
莎拉：這個協會應該做什麼？我不想被視為反學生，坦白說，我的一些鄰居比學生還不友好。
Luis: Well, for starters, we would like to have Jefferson Hill rezoned for single-family dwellings only. This would stop developers from turning homes into apartments or tearing them down for apartments.
路易斯：首先，我們希望將傑佛遜山重新劃分為僅供單戶住宅使用。這將阻止開發商將住宅改建為公寓或將其拆除以建造公寓。
Sarah: I see. (pause) I must admit that I’ve thought about renting a room or two to college students. I’m a single mother and need the income.
莎拉：我明白了。（停頓）我必須承認，我曾考慮過租一兩間房間給大學生。我是一位單身母親，需要這份收入。
Mary: That’s how it started! A few residents rented rooms, then apartments, and finally whole homes. It was a slippery slope that started with one room.
瑪麗：就是這樣開始的！幾位居民租了房間，然後是公寓，最後是整個房子。這是一個從一個房間開始的滑坡。
Sarah: I don’t think I’m going to run down the neighborhood by renting a room, and some of us do not have the income of well-established faculty and staff.
莎拉：我不認為我會通過租房來在社區裡跑來跑去，而我們中的一些人並沒有像那些資深教職員那樣的收入。
Luis: We understand that and want young families to move into the neighborhood. We’re not as concerned about live-in owriers as we are about landlords who live miles away, many in big cities.
路易斯：我們理解這一點，並希望年輕家庭能夠搬進這個社區。我們對於住在這裡的業主並不如對於住在幾英里外的房東（許多來自大城市）那樣擔心。
Mary: Could we count on you to come to a neighborhood meeting to discuss the association and its concerns?
瑪麗：我們可以指望你來參加一次社區會議，討論協會及其關注的問題嗎？
Sarah: Maybe, but you may not like to hear what I have to say, and I’m not a joiner of causes.
莎拉：也許，但你可能不喜歡聽我所要說的，而我也不是一個參與運動的人。
Mary: None of us are joiners; that’s been part of the problem. Our homes and lifestyle are at stake.
瑪麗：我們都不是加入者；這一直是問題的一部分。我們的家和生活方式正受到威脅。
Luis: We would really value your input.
路易斯：我們非常重視您的意見。
Sarah: Well, I’ll think about it. My children are waiting for dinner.
莎拉：好吧，我會考慮一下。我的孩子們在等晚餐。
Mary: Don’t think too long.
瑪麗：不要想太久。
Luis: If you have any questions, you can call me at 235-2000.
路易斯：如果你有任何問題，可以打電話給我，電話是 235-2000。
Mary: And you can reach me at 235-4555. It was good to meet you and welcome to Jefferson Hill.
瑪麗：你可以透過 235-4555 聯絡我。很高興見到你，歡迎來到傑斐遜山。
Sarah: Thanks.莎拉：謝謝。

Student Activities學生活動

Keep a journal of interviews you take part in during a wèek. Note their length, size of the parties involved, the roles you played, and the purpose of each interview. What surprised you about your participation in interviews during a single week?
在一週內記錄你參加的訪談。註明它們的長度、參與方的規模、你所扮演的角色以及每次訪談的目的。在單週內參加訪談時，有什麼讓你感到驚訝的地方？
Select another person (roommate, friend, classmate, family member, co-worker) who is willing to interview you and be interviewed by you. Take part in two five-minute interviews to discover everything you can about one another. What did you learn that was new? What assumptions proved faulty? What proportion of time did you spend speaking and listening? How were the interviews like and unlike social conversations? What roles did your relationship play?
選擇另一個願意接受你訪問並接受你訪問的人（室友、朋友、同學、家庭成員、同事）。參加兩次五分鐘的訪談，以了解彼此的一切。你學到了什麼新知識？哪些假設被證明是錯誤的？你花了多少時間在說話和傾聽上？這些訪談與社交對話有何相似和不同之處？你們的關係扮演了什麼角色？
Make a list of what you consider to be the essential characteristics of good interviews, and then observe two interviews on television. How well did each interview meet your criteria? What should each party have done differently to improve the interviews? What influences did these interviews have on what you consider to be essential criteria? What influences did relationships between interviewers (Oprah Winfrey, Larry King, Barbara Walters) and interviewees (George W. Bush, Julia Roberts, Bill Gates) have on your assessment?
列出您認為良好訪談的基本特徵，然後觀察兩個電視訪談。每個訪談在多大程度上符合您的標準？每一方應該做些什麼不同的事情來改善訪談？這些訪談對您認為的基本標準有什麼影響？訪談者（奧普拉·溫弗瑞、拉里·金、芭芭拉·沃爾特斯）與受訪者（喬治·W·布什、朱莉亞·羅伯茨、比爾·蓋茨）之間的關係對您的評估有什麼影響？
Take part in three 10 -minute interviews: one face-to-face, one over the telephone, and one over the internet. Make note of their characteristics. What were the similarities and differences? Which similarities and differences were due to interview type: face-to-face, ear-to-ear, and finger-to-finger? How did interactions vary? What problems resulted from lack of presence, eye contact, appearance, facial expression, gestures, voice? How did you and the other party compensate for these?
參加三次 10 分鐘的訪談：一次面對面，一次通過電話，還有一次通過互聯網。記下它們的特徵。有哪些相似之處和不同之處？哪些相似之處和不同之處是由於訪談類型造成的：面對面、耳對耳和指對指？互動有何變化？缺乏存在感、眼神接觸、外貌、面部表情、手勢、聲音造成了哪些問題？你和對方是如何彌補這些問題的？

Notes備註

John Stewart, ed., Bridges Not Walls, 7th ed. (New York: McGraw-Hill, 1999); p. 21.
Stewart, p. 20.
Sarah Trenholm and Arthur Jensen, Interpersonal Communication (New York: Oxford, 2004), p. 9.
莎拉·特倫霍姆與亞瑟·詹森，《人際溝通》（紐約：牛津大學出版社，2004 年），第 9 頁。
Michael T. Motley, “Communication as Interaction: A Reply to Beach and Bavelas,” Western Journal of Speech Communication 54 (Fall 1990), pp. 613-623.
Michael T. Motley, “溝通作為互動：對比奇和巴維拉斯的回應，”《西方言語交流期刊》54 (1990 年秋季)，第 613-623 頁。
Trenholm and Jensen (2004), p. 16.
Trenholm 和 Jensen (2004)，第 16 頁。
Judith H. Martin and Thomas K. Nakayama, Intercultural Communication in Contexts (New York: McGraw-Hill, 2004), p. 336.
Judith H. Martin 和 Thomas K. Nakayama，《情境中的跨文化交流》（紐約：麥格勞-希爾，2004），第 336 頁。
Trenholm and Jensen, p. 104.
Trenholm 和 Jensen，第 104 頁。
Martin and Nakayama, p. 335.
馬丁和中山，第 335 頁。
Stewart, p. 161.
John Stewart and Carole Logan, Together: Communicating Interpersonally (New York: McGraw-Hill, 1998), p. 277.
約翰·斯圖爾特和卡羅爾·洛根，《一起：人際溝通》（紐約：麥格勞-希爾，1998 年），第 277 頁。
Stephen W: Littlejohn, Theories of Human Communication (Belmont, CA: Wadsworth, 1996), p. 251.
Stephen W: Littlejohn, 人類溝通理論 (加州貝爾蒙特: Wadsworth, 1996), 第 251 頁。
Trenholm and Jensen (2004), p. 33.
Trenholm 和 Jensen (2004)，第 33 頁。
Trenholm and Jensen, Interpersonal Communication (Belmont, CA: Wadsworth, 1996), p. 44.
Trenholm 和 Jensen，《人際溝通》（加州貝爾蒙特：Wadsworth，1996），第 44 頁。
Martin and Nakayama, p. 345.
馬丁和中山，第 345 頁。
Trenholm and Jensen (2004), p. 29.
Trenholm 和 Jensen (2004)，第 29 頁。
James Honeycutt in Trenholm and Jensen (2004), p. 30.
Stewart, p. 17.
Stewart, p. 18.斯圖亞特，第 18 頁。
John Stewart, Bridges Not Walls: A Book about Interpersonal Communication, 8th ed. (New York: McGraw-Hill, 2002), p. 18.
約翰·斯圖爾特，《橋樑而非牆壁：關於人際溝通的書》，第 8 版（紐約：麥格勞-希爾，2002 年），第 18 頁。
R. Fisher and S. Brown in Judith N. Martin, Thomas K. Nakayama, and Lisa A. Flores, Intercultural Communication: Experiences and Contexts (New York: McGraw-Hill, 2002), p. 334.
R. Fisher 和 S. Brown 於 Judith N. Martin, Thomas K. Nakayama, 和 Lisa A. Flores 的《跨文化溝通：經驗與背景》（紐約：麥格勞-希爾，2002 年），第 334 頁。
William B. Gudykunst and Young Yun Kim, Communication with Strangers (New York: McGraw-Hill, 2003), p. 339.
William B. Gudykunst 和 Young Yun Kim，《與陌生人的溝通》（紐約：麥格勞-希爾，2003），第 339 頁。
Martin, Nakayama, and Flores, p. 334.
馬丁、仲山和弗洛雷斯，第 334 頁。
Donald W. Klopf, Intercultural Encounters (Englewood, CO: Morton, 1998), pp. 176-193; Carley H. Dodd, Dynamics of Intercultural Communication (New York: McGraw-Hill, 1995), pp. 21-24; Martin and Nakayama, p. 343.
Donald W. Klopf, 《跨文化遭遇》（科羅拉多州恩格爾伍德：莫頓，1998 年），第 176-193 頁；Carley H. Dodd, 《跨文化交流的動態》（紐約：麥格勞-希爾，1995 年），第 21-24 頁；Martin 和 Nakayama，第 343 頁。
Martin and Nakayama, p. 340.
馬丁和中山，第 340 頁。
Stewart and Logan, p. 84.
Stewart 和 Logan，第 84 頁。
Trenholm and Jensen (2000), pp. 100-101.
Trenholm 和 Jensen (2000)，第 100-101 頁。
Theresa F. Rogers, “Interviews by Telephone and in Person: Quality of Responses and Field Performance,” Public Opinion Quarterly 39 (1976), pp. 51-65; Stephen Kegeles, Clifton F. Frank, and John P. Kirscht, “Interviewing a National Sample by LongDistance Telephone,” Public Opinion Quarterly 33 (1969-1970), pp. 412-419.
Theresa F. Rogers, “透過電話和面對面訪談：回應質量與現場表現，”《公共意見季刊》39 (1976)，第 51-65 頁；Stephen Kegeles, Clifton F. Frank, 和 John P. Kirscht, “透過長途電話訪問全國樣本，”《公共意見季刊》33 (1969-1970)，第 412-419 頁。
Lawrence A. Jordan, Alfred C. Marcus, and Leo G. Reeder, “Response Style in Telephone and Household Interviewing,” Public Opinion Quarterly 44 (1980), pp. 210-222; Peter V. Miller and Charles F. Cannell, “A Study of Experimental Techniques in Telephone Interviewing,” Public Opinion Quarterly 46 (1982), pp. 250-269.
Lawrence A. Jordan, Alfred C. Marcus, 和 Leo G. Reeder, “電話和家庭訪談中的反應風格,” 公共意見季刊 44 (1980), 頁 210-222; Peter V. Miller 和 Charles F. Cannell, “電話訪談中的實驗技術研究,” 公共意見季刊 46 (1982), 頁 250-269.
Derek S. Chapman and Patricia M. Rowe, “The Impact of Videoconference Technology, Interview Structure, and Interviewer Gender on Interviewer Evaluations in the Employment Interview: A Field Experiment,” Journal of Occupational and Organizational Psychology (2001), p. 279.
Derek S. Chapman 和 Patricia M. Rowe，「視訊會議技術、面試結構和面試官性別對就業面試中面試官評估的影響：一項實地實驗」，《職業與組織心理學期刊》（2001），第 279 頁。
Chapman and Rowe, pp. 279-298.
Chapman 和 Rowe，第 279-298 頁。
Carole Martin, “Smile, You’re on Camera,” Interview Center, http://www.interview .monster.com/articles/video, accessed 30 September 2006.
Carole Martin, “微笑，你在鏡頭前,” 訪談中心, http://www.interview.monster.com/articles/video, 取用日期：2006 年 9 月 30 日。
Derek S. Chapman and Patricia M. Rowe, “The Influence of Video Conference Technology and Interview Structure on the Recruiting Function of the Employment Interview: A Field Experiment,” International Journal of Selection and Assessment (September 2002), p. 185.
Derek S. Chapman 和 Patricia M. Rowe，「視訊會議技術與面試結構對招聘功能的影響：一項實地實驗」，《國際選擇與評估期刊》（2002 年 9 月），第 185 頁。

Resources資源

Guerro, Laura K., Peter A. Andersen, and Walid A. Afifi. Close Encounters: Communicating in Relationships. New York: McGraw-Hill, 2001.
Guerro, Laura K., Peter A. Andersen, 和 Walid A. Afifi. 《親密接觸：關係中的溝通》。紐約：麥格勞-希爾，2001。
Lancaster, Lynne C., and David Stillman. When Generations Collide. New York: HarperBusiness, 2002.
Lancaster, Lynne C., 和 David Stillman. 當世代相遇. 紐約: HarperBusiness, 2002.
Martin, Judith N., Thomas K. Nakayama, and Lisa A. Flores. Intercultural Communication Experiences and Contexts. New York: McGraw-Hill, 2004.
馬丁，朱迪思·N.，中山智紀，和莉莎·A.·弗洛雷斯。《跨文化交流經驗與背景》。紐約：麥格勞-希爾，2004 年。
Monsour, Michael. Women and Men as Friends: Relationships across the Life Span in the 21st Century. Mahwah, NJ: Lawrence Erlbaum, 2002.
Monsour, Michael. 《女性與男性的友誼：21 世紀生命週期中的關係》。馬瓦哈，紐澤西州：勞倫斯·厄爾鮑姆，2002。
Stewart, John. Bridges Not Walls: A Book about Interpersonal Communication. New York: McGraw-Hill, 2006.
斯圖亞特，約翰。《橋樑而非牆壁：關於人際溝通的書》。紐約：麥格勞-希爾，2006 年。
Trenholm, Sarah, and Arthur Jensen. Interpersonal Communication. New York: Oxford, 2004.
特倫霍姆，莎拉，與亞瑟·詹森。《人際溝通》。紐約：牛津，2004。

Interviewing面試

is more than asking and answering questions.
不僅僅是提問和回答問題。

Every interview is a deceptively complex communication process. If you are to be a successful interviewer or interviewee, you must understand and appreciate the entire process, not merely the questions and answers that are its most obvious characteristics. This chapter delves into this complex and often puzzling process by developing part-by-part a model that portrays its many elements and interactive nature.
每次面試都是一個表面上看似複雜的溝通過程。如果你想成為一名成功的面試官或面試者，你必須理解並欣賞整個過程，而不僅僅是其最明顯的特徵——問題和答案。本章通過逐步發展一個模型，深入探討這一複雜且常常令人困惑的過程，該模型描繪了其許多元素和互動性質。

Two Parties in the Interview
面試中的兩方

Each party con-每一方都

sists of unique and complex individuals.
由獨特且複雜的個體組成。

The two circles in Figure 2.1, represent the two parties that are the heart and soul of the interviewing process. Each is a unique product of culture, environment, education, training, and experiences. Each is an interesting mixture of personality traits. For instance, a person may be optimistic or pessimistic, trusting or suspicious, flexible or inflexible, sociable or unsociable. And each adheres to specific beliefs, attitudes, and values and is motivated by an ever-changing variety of expectations, desires, needs, and interests. In a very real sense, the whole person speaks and the whole person listens in interactions we call interviews.

^{1}

圖 2.1 中的兩個圓圈代表了面試過程的核心和靈魂的兩個當事方。每一方都是文化、環境、教育、訓練和經驗的獨特產物。每一方都是個性特徵的有趣混合。例如，一個人可能是樂觀或悲觀、信任或懷疑、靈活或不靈活、社交或不社交。而且每一方都堅持特定的信念、態度和價值觀，並受到不斷變化的各種期望、願望、需求和興趣的驅動。在一個非常真實的意義上，整個人都在交流中發言，整個人也在我們稱之為面試的互動中傾聽。

Although each party consists of unique individuals, both must act together to produce a successful interview because, as John Stewart writes, Communication is a continuous, complex, collaborative process.

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Neither party can go it alone in an interview.
雖然每一方都由獨特的個體組成，但雙方必須共同合作才能產生成功的面試，因為正如約翰·斯圖爾特所寫，溝通是一個持續的、複雜的、協作的過程。

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在面試中，任何一方都無法單獨行動。

Interchanging Roles during Interviews
訪談過程中的角色互換

A single party cannot make an interview a success but can ensure its failure.
單一方無法使一次訪談成功，但可以確保其失敗。

Interview climate affects the exchanging of roles.
訪談氣氛影響角色的交換。

Both parties speak and listen from time to time, are likely to ask and answer questions, and take on the roles and responsibilities of interviewer and interviewee. Neither party can sit back and expect the other to make the interview a success single-handedly. Some claim that "human communicators are always sending and receiving simultaneously. As a result, each communicator has the opportunity to change how things are going at any time in the process.

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The small circles within the party circles in Figure 2.2 portray the interchange of roles in interviews. John Stewart’s “nexting” consists of the verbal and nonverbal signals parties send to "keep conversations going, responding to what’s just happened, taking an additional step in the communication process.

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雙方不時地交談和傾聽，可能會提出和回答問題，並承擔面試官和受訪者的角色和責任。任何一方都不能坐視不理，期望另一方單獨使面試成功。有些人聲稱「人類溝通者總是同時發送和接收信息。因此，每位溝通者都有機會在過程中的任何時候改變事情的進展。

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圖 2.2 中派對圈內的小圓圈描繪了面試中角色的互換。約翰·斯圖爾特的「下一步」包括各方發送的口頭和非口頭信號，以「保持對話進行，回應剛剛發生的事情，在溝通過程中邁出額外一步。

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The degree to which roles are exchanged and control is shared is often affected by the status or expertise of the parties who initiated the interview, type of interview, and atmosphere of the interaction-supportive or defensive, friendly or hostile,
角色互換和控制共享的程度通常受到發起訪談的各方的地位或專業知識、訪談類型以及互動的氛圍（支持性或防禦性、友好或敵對）的影響

Figure 2.1. The interview parties
圖 2.1. 受訪方

A directive approach allows the interviewer to maintain control.
直接的訪談使面試官能夠保持控制。
warm or cool, formal or informal. These factors determine which of two fundamental approaches an interviewer selects-directive or nondirective-and this choice affects the exchanging of interviewer and interviewee roles.
溫暖或冷漠、正式或非正式。這些因素決定了面試官選擇兩種基本方法中的哪一種——指導性或非指導性——而這一選擇影響了面試官和面試者角色的交換。

Directive Approach直接提問

When selecting a directive approach, an interviewer establishes the purpose of the interview and attempts to control the pacing, climate, formality, and drift of the interview. Questions are likely to be closed with brief, direct answers. Although an aggressive
當選擇指導性方法時，面試官確定面試的目的並試圖控制面試的節奏、氛圍、正式程度和走向。問題可能是封閉式的，並以簡短、直接的回答作答。儘管一種激進的

interviewee may assume some control as the interview progresses, the interviewer intends to control the interview. Typical directive interviews include information giving, information gathering (surveys and opinion polls), employee recruiting, and disciplinary and persuasive interviews (particularly sales). The directive approach is easy to learn, takes less time, enables you to maintain control, and is easy to replicate from one interview to the next.
受訪者在訪談進行過程中可能會假設某種控制權，但訪談者的意圖是控制訪談。典型的指導性訪談包括信息提供、信息收集（調查和民意調查）、員工招聘以及紀律和說服性訪談（特別是銷售）。指導性方法易於學習，所需時間較少，能夠保持控制，並且易於從一次訪談複製到下一次訪談。

The following exchange illustrates a directive interviewing approach:
以下的交流展示了一種指導性面談方法：

Interviewer: Were you at the Vice President’s briefing yesterday?
面試官：你昨天在副總統的簡報會上嗎？
Interviewee: Yes, I was. It was well attended.
受訪者：是的，我是。參加的人很多。
Interviewer: What was her primary focus?
面試官：她的主要重點是什麼？
Interviewee: Diversity issues.
受訪者：多樣性議題。
Interviewer: Good. I want you to summarize these and forward them to our campus recruiters.
面試官：很好。我希望你能總結這些並轉發給我們的校園招聘人員。

Nondirective Approach間接提問
Nondirective Approach 間接提問

A nondirec-

tive approach enables the interviewee to share control.
這種積極的方法使受訪者能夠分享控制權。

Be flexible and adaptable when selecting approaches.
在選擇方法時要靈活和適應。

In a nondirective approach, interviewees have significant control over subject matter, length of answers, interview climate, and formality. Questions are likely to be openended and neutral to give the interviewee maximum opportunity and freedom to respond. Typical nondirective interviews are information getting (journalistic, oral history, investigations), counseling, performance review, and problem solving. The nondirective approach allows for greater flexibility and adaptability, encourages probing questions, and invites the interviewee to volunteer information.
在非指導性的方法中，受訪者對主題、回答的長度、訪談氛圍和正式程度擁有重要的控制權。問題通常是開放式和中立的，以給予受訪者最大的機會和自由來回應。典型的非指導性訪談包括信息獲取（新聞報導、口述歷史、調查）、諮詢、績效評估和問題解決。非指導性的方法允許更大的靈活性和適應性，鼓勵深入提問，並邀請受訪者主動提供信息。

The following is a nondirective interview exchange:
以下是一段非指導性訪談交流：

Interviewer: Why are you interested in studying medicine?
面試官：你為什麼對學習醫學感興趣？
Interviewee: I’ve always been interested in medicine and spent the last few summers working at clinics in my hometown. These experiences made me certain that I want to pursue a medical career.
受訪者：我一直對醫學感興趣，並在過去幾個夏天在我家鄉的診所工作。這些經歷讓我確信我想追求醫學事業。
Interviewer: I see.面試官：我明白了。
Interviewee: My grandfather was a medic during World War II, and my aunt Ruth was an Army nurse during the Vietnam War. I’ve really enjoyed talking to them about their experiences.
受訪者：我的祖父在第二次世界大戰期間是一名醫療兵，而我的姑姑露絲在越南戰爭期間是一名陸軍護士。我非常喜歡與他們談論他們的經歷。

Combination of Approaches
方法的結合

Interviewers may select a combination of directive and nondirective approaches. For instance, an academic counselor might use a nondirective approach to get a student talking about recurring academic issues and then change to a directive approach when referring to university regulations pertaining to incompletes or dropping courses. A recruiter may use a nondirective approach at the start of an interview to relax an applicant, then switch to a directive approach when giving information about the organization and position, and return to a nondirective approach when answering the applicant’s questions.
面試官可以選擇指導性和非指導性方法的組合。例如，學術顧問可能會使用非指導性方法來讓學生談論反覆出現的學術問題，然後在提及有關不完整學分或退選課程的校規時轉為指導性方法。招聘者可能在面試開始時使用非指導性方法來放鬆應聘者，然後在提供有關組織和職位的信息時轉為指導性方法，並在回答應聘者的問題時再回到非指導性方法。

Be flexible in determining when an approach is most appropriate and when to switch from one approach to another or use a combination. Too often the choice of an interviewing approach is governed by societal roles and expectations. We tend to behave as prescribed by the roles we play in life. For instance, an employee, applicant, client, or patient “enters an interview expecting that the interviewer will direct and influence one’s conversational behaviors much more extensively than one will influence the interviewer’s behavior. We both make it happen that way.”

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Unfortunately, adherence to societal roles and expectations may not produce a productive interview.
在確定何時最適合採用某種方法以及何時從一種方法轉換到另一種方法或使用組合時，應保持靈活性。選擇面試方法往往受到社會角色和期望的影響。我們傾向於按照我們在生活中所扮演的角色行事。例如，員工、申請者、客戶或病人「進入面試時期望面試官將比自己更廣泛地指導和影響自己的對話行為。我們都使事情以這種方式發生。」不幸的是，遵循社會角色和期望可能無法產生有效的面試。

Perceptions of Interviewer and Interviewee
面試官和面試者的認知

Each party comes to an interview with perceptions of self and of the other party, and these perceptions may change positively or negatively as the interview progresses. Theorists claim that our relationships are largely due to these perceptions and determine how we communicate. Be aware of four critical perceptions portrayed by the doubleended arrows in Figure 2.3.
每一方在面試時都帶著對自我和對方的看法，這些看法可能會在面試過程中正面或負面地改變。理論家聲稱，我們的關係在很大程度上取決於這些看法，並決定我們的溝通方式。請注意圖 2.3 中雙向箭頭所描繪的四個關鍵看法。

Four perceptions drive most of our interactions.
四種感知驅動著我們大多數的互動。

Self-perceptions.自我認知。
Perceptions of the other party.
對方的看法。
How the other party perceives us.
對方如何看待我們。
How the other party perceives self.
他方如何看待自我。

Perceptions of Self自我認知

Your self-perceptions, or self-concept, come from your physical, social, and psychological perceptions derived from your experiences, activities, attitudes, accomplishments, possessions, and interactions with others, particularly your superior and subordinate
你的自我認知或自我概念來自於你從經驗、活動、態度、成就、擁有物以及與他人，特別是你的上司和下屬的互動中所獲得的身體、社會和心理感知

Figure 2.3. Perceptions of self and others
圖 2.3. 自我與他人的認知

ceive ourselves to be may be more important than what we are.
我們自我認知的方式可能比我們實際的樣子更為重要。

We see ourselves differently under different circumstances.
在不同的情況下，我們對自己的看法會有所不同。

Self-esteem is自尊心是

closely related to self-worth.
與自我價值密切相關。

roles and relationships. Self-concept is a dual creation of interpretations and how you perceive others to have interpreted who you have been, are, and will be-self-identity. These others include groups to which you belong or desire to belong and so-called significant others.
角色和關係。自我概念是對解釋的雙重創造，以及你如何看待他人對你過去、現在和未來的解釋——自我認同。這些他人包括你所屬或渴望屬於的群體以及所謂的重要他人。

Your self-concept and self-identity are affected by the expectations family, society, professions, and organizations place upon you. You may experience different selfconcepts as you move from one situation or role to another, from a situation in which you feel comfortable and in charge to one in which you feel inexperienced, inept, or fearful.
你的自我概念和自我認同受到家庭、社會、職業和組織對你的期望的影響。當你從一種情境或角色轉換到另一種情境或角色時，你可能會經歷不同的自我概念，從一種讓你感到舒適和掌控的情境轉變到一種讓你感到缺乏經驗、無能或恐懼的情境。

Self-esteem, the “positive or negative feelings we associate with our self-images,” is an important element of self-concept. Trenholm and Jensen claim that a person with high self-esteem is more perceptive, confident, and likely to express attitudes that are popular or unpopular. Persons with low self-esteem may want the approval of others but are so self-critical that they cannot interpret accurately the behavior and communication of others.

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You must understand how you perceive yourself and how other parties perceive themselves, because self-concept (particularly self-esteem) may determine whether an interview takes place and its ultimate success or failure. You may succeed or fail in an interview because you are convinced you will-a self-fulfilling prophecy. Self-perceptions influence messages sent and received, risks taken, confidence, and degree of self-disclosure.
自尊心，即「我們與自我形象相關聯的正面或負面情感」，是自我概念的重要元素。Trenholm 和 Jensen 主張，自尊心高的人更具洞察力、自信，並且更可能表達流行或不流行的態度。自尊心低的人可能渴望他人的認可，但由於過於自我批評，無法準確解讀他人的行為和溝通。

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你必須了解自己如何看待自己，以及其他方如何看待自己，因為自我概念（特別是自尊心）可能決定面試是否進行及其最終的成功或失敗。你在面試中可能會成功或失敗，因為你堅信自己會如此——這是一種自我實現的預言。自我感知影響所發送和接收的信息、所承擔的風險、自信心以及自我揭露的程度。

Cultural Differences文化差異

Concepts such as self-image, self-identity, self-esteem, self-reliance, and self-awareness are central in American and Western cultures because we emphasize the individual. They are not central in Eastern cultures and South American countries. Japanese, Chinese, and Indians, for example, are collectivist rather than individualist cultures and are more concerned with the image, esteem, and achievement of the group. Attributing successful negotiations to an individual in China would be considered egotistical, self-advancing, and disrespectful. Success is attributed to the group or team. Failure to appreciate cultural differences causes many communication problems for American interviewers and interviewees.
自我形象、自我認同、自尊、自立和自我意識等概念在美國和西方文化中是核心，因為我們強調個體。在東方文化和南美國家中，它們並不是核心概念。例如，日本、中國和印度是集體主義而非個人主義的文化，更關注的是群體的形象、自尊和成就。在中國，將成功的談判歸因於個人會被視為自私、自我推進和不尊重。成功被歸因於群體或團隊。未能理解文化差異會給美國的面試官和面試者帶來許多溝通問題。

Perceptions of the Other Party
對他方的認知

Perceptions are a two-way process.
感知是一個雙向過程。

Allow interac-允許互動

tions to alter or reinforce perceptions.
改變或加強感知的選擇。

How each party perceives the other also affects how they approach the interview and how they react during the interview. For instance, you may be in awe of the other’s reputation or position-a leading biochemist, the CEO of your company, the college president. Previous encounters with a party may lead you to look forward to or dread an interview. Your perceptions may be influenced by the other’s age, sex, race, ethnic group, size, and physical attractiveness-particularly if they differ significantly from you. A positive endorsement of a third party may alter the way you perceive a person. If you are flexible and adaptable, perceptions of the other party may change as an interview progresses by:
每一方對另一方的看法也會影響他們如何進行面試以及在面試中的反應。例如，您可能會對對方的聲譽或地位感到敬畏——一位領先的生物化學家、您公司的首席執行官、大學校長。與某一方的先前接觸可能會使您期待或畏懼面試。您的看法可能會受到對方的年齡、性別、種族、民族、體型和外貌吸引力的影響——特別是當這些特徵與您有顯著差異時。對第三方的正面評價可能會改變您對某人的看法。如果您靈活且適應性強，對另一方的看法可能會隨著面試的進行而改變：

The way an interview begins or ends.
面試的開始或結束方式。
The other party’s manner and attitudes.
對方的舉止和態度。
The other party’s dress and appearance.
對方的穿著和外貌。
The other party’s listening and feedback.
對方的聆聽和反饋。
Verbal and nonverbal interactions.
口頭與非口頭互動。
Questions asked and answers given.
問題與回答。

The nature of interview exchanges may enhance perceptions. For instance, perceptions become positive when questions are followed by information requested rather than refusals or evasions, when requests are followed by discussion or agreement rather than demands followed by compliance, and when constructive criticism is followed by understanding rather than by fear or resentment.
訪談交流的性質可能增強感知。例如，當問題後面跟隨所要求的信息而不是拒絕或迴避時，感知會變得積極；當請求後面跟隨討論或協議而不是要求後面跟隨遵從時；以及當建設性的批評後面跟隨理解而不是恐懼或怨恨時。

Communication Interactions
溝通互動

The curved arrows in Figure 2.4 that link the two parties symbolize the communication levels of verbal and nonverbal interactions that occur during interviews. The three numbered levels differ in degree of self-disclosure, risk encountered, perceived mean-
圖 2.4 中連接兩方的彎曲箭頭象徵著在面試過程中發生的口頭和非口頭互動的溝通層次。這三個編號的層次在自我揭露的程度、所面臨的風險和感知的意義上有所不同。

Level 1 interactions avoid judgments, attitudes, and feelings. ings, and amount and type of content exchanged.
層級 1 的互動避免評判、態度和情感。交換的內容的數量和類型。

Levels of Interactions互動層級

Level 1 interactions are relatively safe, nonthreatening interchanges about such topics as hometowns, professions, sporting events, college courses, and families. They
第 1 級互動是相對安全的、無威脅的交流，主題包括家鄉、職業、體育賽事、大學課程和家庭。它們

Figure 2.4. Communication interactions
圖 2.4. 通信互動

Level 1 interactions are safe and superficial.
第 1 級互動是安全且表面的。

Level 2 interac tions require trust and risktaking.
第二級互動需要信任和冒險。

Level 3 interactions involve full disclosure.
第 3 級互動涉及完全披露。
generate answers that are safe, socially acceptable, comfortable, and ambiguous. When we respond with phrases such as “Pretty good,” “Not bad,” and “Can’t complain,” they are indicative of Level 1 interactions that do not reveal judgments, attitudes, or feelings.
生成安全、社會可接受、舒適且模糊的回答。當我們用“相當好”、“不錯”和“無可抱怨”等短語回應時，這些表達顯示出的是不揭示判斷、態度或感受的第一級互動。

Each level is a metaphorical door, with the door being slightly open in Level 1 interactions. General ideas, surface feelings, and basic information pass through, but either party may close the door quickly and safely if necessary. The thickness of the arrow indicates that Level 1 communication interchanges are most frequent in interviews, and the length of the arrow symbolizes relational distance. Level 1 interactions dominate interactions when there is little relational history, trust has yet to be established, and the role relationship is between a superior and a subordinate. This interview segment illustrates Level 1 interactions.
每個層級都是一扇隱喻的門，第一層互動中的門微微打開。一般的想法、表面的感受和基本信息可以通過，但任何一方如有必要可以迅速安全地關閉這扇門。箭頭的粗細表示第一層溝通交流在面試中最為頻繁，而箭頭的長度象徵著關係距離。當關係歷史較少、信任尚未建立，且角色關係為上級與下級之間時，第一層互動主導著交流。這段面試片段展示了第一層互動。

Interviewer: How is your advertising class coming along?
面試官：你的廣告課進展如何？
Interviewee: Pretty good.
受訪者：相當好。
Interviewer: And the advertising campaign project?
訪談者：那廣告活動項目呢？
Interviewee: It’s coming along.
受訪者：進展順利。

Notice how parties play it safe during these interchanges. The topics are not threatening, and neither party reveals feelings or attitudes.
注意各方在這些交流中如何保持安全。話題並不具威脅性，雙方也不透露感受或態度。

Level 2 interactions deal with personal, controversial, or threatening topics and probe into beliefs, attitudes, values, and positions. Responses tend to be half-safe, half-revealing as parties seek to cooperate without revealing too much. The metaphorical door is half open (the optimist’s view) or half closed (the pessimist’s view) as more specific and revealing ideas, feelings, and information pass through. Though willing to take more risk, parties retain the opportunity to close the door quickly. The thickness of the arrow signifies that Level 2 interactions are less frequent than Level 1, and the length of the arrow indicates that a closer relationship between parties is necessary to move from the superficial to the more revealing exchanges. This interview segment illustrates Level 2 interactions.
第二級互動涉及個人、具爭議性或威脅性的主題，並深入探討信念、態度、價值觀和立場。回應往往是半安全、半揭露的，因為各方尋求合作而不過度暴露。隱喻的門是半開的（樂觀者的觀點）或半閉的（悲觀者的觀點），隨著更具體和揭露性的想法、感受和信息的傳遞而變化。雖然願意承擔更多風險，各方仍保留迅速關閉門的機會。箭頭的粗細表示第二級互動的頻率低於第一級，而箭頭的長度則表明，為了從表面交流轉向更具揭露性的交流，各方之間需要更緊密的關係。這段訪談片段說明了第二級互動。

Interviewer: What are you doing for the campaign project?
面試官：你在這個活動項目中做什麼？
Interviewee: I’m thinking about a campaign for ethanol as an alternative fuel.
受訪者：我正在考慮一個以乙醇作為替代燃料的宣傳活動。
Interviewer: That sounds interesting. Have you decided on a brand name?
訪談者：聽起來很有趣。你們決定好品牌名稱了嗎？
Interviewee: No, not really. I’m still researching some Web sites.
受訪者：不，並不是。我仍在研究一些網站。

The interviewee, though cautious, is more specific and revealing.
受訪者雖然謹慎，但更具體且更具啟發性。
Level 3 interactions deal with intimate and controversial areas of inquiry. Respondents fully disclose their feelings, beliefs, attitudes, and perceptions. Little is withheld, and sometimes questioners get more than they bargained for. The metaphorical door is wide open. The risk is great to both parties, but so are the benefits. The arrow is thin to indicate that Level 3 interactions are infrequent in interviews and may be unattainable during first contacts. The arrow is short because the relationship between parties must be due to perceived similarities, desire to be included and involved, feelings of warmth or friendship, sharing of control, and a high level of trust. This interview segment illustrates Level 3 interactions.
第三級互動涉及親密且具爭議性的探究領域。受訪者完全披露他們的感受、信念、態度和看法。幾乎沒有保留，有時提問者會得到超出預期的回應。隱喻的門是敞開的。對雙方來說風險很大，但好處也是如此。箭頭細長，表示第三級互動在訪談中不常見，並且在首次接觸時可能無法達成。箭頭短小，因為雙方之間的關係必須基於感知的相似性、渴望被納入和參與、溫暖或友誼的感覺、控制的分享以及高度的信任。這段訪談片段說明了第三級互動。

A positive relationship is essential for Level 3 interactions.
積極的關係對於第三級互動至關重要。

We are on the line in many interview settings.
我們在許多面試環境中處於線上。

Women disclose more freely than men.
女性比男性更自由地表達。

Interviewer: Your brother tells me that you are not excited about this advertising campaign project.
面試官：你的兄弟告訴我你對這個廣告活動項目並不感到興奮。
Interviewee: That’s true. I feel that, on top of the group projects, exams, and campaign case studies, this is too much to expect in a three-hour course.
受訪者：這是真的。我覺得除了小組專案、考試和案例研究之外，這在三小時的課程中期望太多了。
Interviewer: I can understand your concern, but isn’t an advertising campaign project critical to your future career in advertising?
面試官：我能理解你的擔憂，但廣告活動項目對你未來在廣告行業的職業生涯不是至關重要嗎？
Interviewee: Yeah, I guess so, but it’s the amount of time involved, and it only counts for 20 percent of our final grade. I’m not sure how the professor is going to grade the projects or give us meaningful feedback. It just seems like a lot of busy work.
受訪者：是的，我想是這樣，但這涉及的時間量，而且這只佔我們最終成績的 20%。我不確定教授將如何評分這些項目或給我們有意義的反饋。這看起來只是很多無意義的工作。

Relationships, perceptions, responses, and the situation make communication levels unpredictable and difficult to change. It is essential in most interviews, however, to get beyond Level 1 to Level 2 or Level 3 to obtain information, detect feelings, attain self-disclosure, discover insights, and achieve necessary commitments. Unlike small groups or audiences into which we can blend or hide, the intimate, interpersonal nature of the interview is often threatening because it places our egos and sometimes our social, financial, professional, psychological, or physical welfare on the line. Interviews deal with our behavior, our performance, our reputation, our decisions, our weaknesses, our feelings, our money, or our future. Stewart and Logan address the risks of self-disclosing:
關係、感知、反應和情境使得溝通層次變得不可預測且難以改變。然而，在大多數面試中，超越第一層級到第二層級或第三層級以獲取信息、察覺情感、達成自我揭露、發現見解和實現必要的承諾是至關重要的。與我們可以融入或隱藏的小組或觀眾不同，面試的親密人際特性往往是威脅性的，因為它將我們的自我以及有時我們的社會、財務、專業、心理或身體福祉置於風險之中。面試涉及我們的行為、表現、聲譽、決策、弱點、情感、金錢或未來。斯圖爾特和洛根討論了自我揭露的風險：

When you choose to make some of your personal self available to someone else, you give that person some options or choices that you cannot completely control. The person may dislike the you that he or she comes to know. You may be ridiculed for your thoughts and feelings. Or the other person may tell someone else something you don’t want known. You may feel embarrassed, hurt, angry, or something even worse.

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當你選擇將自己的一部分個人自我展現給他人時，你便給予那個人一些你無法完全控制的選擇或選項。那個人可能會不喜歡他或她所認識的你。你可能會因為自己的想法和感受而受到嘲笑。或者對方可能會告訴其他人一些你不想讓人知道的事情。你可能會感到尷尬、受傷、生氣，或是更糟的情況。

Sex, Culture, and Interactions
性別、文化與互動

Sex and culture of interview participants may influence the levels of communication interactions and the self-disclosure that takes place during an interview.
訪談參與者的性別和文化可能會影響訪談過程中交流互動的程度和自我揭露的情況。

Sex性別

Women tend to disclose more than men and, except for anger, are allowed to express emotions (fear, sadness, sympathy) more than men. Because women are perceived to be better listeners and more responsive than men, disclosure is highest between woman-to-woman parties, next highest between woman-to-man parties, and lowest among man-to-man parties.

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女性傾向於比男性更頻繁地表達情感，除了憤怒之外，女性被允許表達情感（恐懼、悲傷、同情）的程度也高於男性。因為女性被認為是比男性更好的傾聽者和更具反應能力，因此女性之間的交流最為頻繁，其次是女性與男性之間的交流，而男性之間的交流則最少。

Culture文化

The culture of interview parties may determine what is disclosed to whom and how. For example, Americans of European descent may disclose about a wider range of topics than Japanese and Chinese, disclose more about their careers and less about their families than Ghanians, and disclose to more different types of people than Asians. Asians tend to disclose more to those with expertise and ability to exhibit honest and
面試雙方的文化可能決定了向誰以及如何披露信息。例如，歐洲裔美國人可能會披露更廣泛的主題，而日本人和中國人則可能披露的範圍較窄；他們可能會比加納人更多地談論自己的職業，而較少談論家庭，並且比亞洲人向更多不同類型的人披露信息。亞洲人傾向於向那些具備專業知識和能力展現誠實的人披露更多信息。

Culture may dictate what we disclose and to whom.
文化可能決定我們披露什麼以及向誰披露。

Positive and negative face are universal motives.
正面和負面面子是普遍的動機。

Never assume communication is taking place.
永遠不要假設溝通正在進行。
positive attitudes than to those who like to talk and show more emotional feelings. Research suggests that people in high-context, collectivist cultures, such as Japan and China, in which they are expected to work for the good of the group and to know and follow cultural norms, disclose less than those in low-context, individualist cultures, such as the United States and Great Britain, in which they strive to succeed as individuals and cultural norms are less well known and more flexible. Conflict may result if we overdisclose, underdisclose, or disclose to the wrong person in differing cultures.
比起那些喜歡交談並表現出更多情感的人，持有積極態度的人更為明顯。研究表明，在高語境、集體主義文化中，例如日本和中國，人們被期望為團體的利益而工作，並了解和遵循文化規範，因此他們的披露程度低於在低語境、個人主義文化中，例如美國和英國，在這些文化中，人們努力作為個體取得成功，文化規範則不那麼明確且更具彈性。如果我們在不同文化中過度披露、披露不足或向錯誤的人披露，可能會導致衝突。

While cultures vary in how, when, and to whom self-disclosure is appropriate, some theorists claim that the notion of politeness-maintaining positive rather than negative face-is universal. According to “politeness theory,” all humans want to be appreciated and protected. Littlejohn writes:
儘管文化在自我揭露的方式、時間和對象上有所不同，但一些理論家聲稱，維持正面而非負面面子的禮貌觀念是普遍存在的。根據「禮貌理論」，所有人類都希望受到欣賞和保護。Littlejohn 寫道：

Positive face is the desire to be appreciated and approved, to be liked and honored, and positive politeness is designed to meet these desires. Showing concern, complimenting, and using respectful forms of address are examples. Negative face is the desire to be free from imposition or intrusion, and negative politeness is designed to protect the other person when negative face needs are threatened. Acknowledging the imposition when making a request is a common example.

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正面自我是一種渴望被欣賞和認可、被喜愛和尊重的需求，而正面禮貌旨在滿足這些需求。表達關心、讚美以及使用尊敬的稱呼形式都是例子。負面自我則是渴望不受強加或侵擾的需求，而負面禮貌旨在保護他人，當負面自我的需求受到威脅時。提出請求時承認強加的情況是一個常見的例子。

We encounter situations in which politeness is essential not only when dealing with persons from other cultures but whenever we are involved in challenging, complaining, evaluating, disciplining, advising, and counseling. Guerrero, Andersen, and Afifi write that “people face a constant struggle between wanting to do whatever they want (which satisfies their negative face needs) and wanting to do what makes them look good to others (which satisfies their positive face needs).”

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They identify several severe “face threatening acts,” such as behavior that violates an important cultural, social, or professional rule (missing an anniversary date or failure to follow the chain-of-command); behavior that produces significant harm (damaged relationship or lost income); behavior for which the party is directly responsible (an accident or poor hiring decision); and the more power or authority the other party has over the offending party (professor, supervisor, or military officer).
我們遇到的情況中，禮貌是必不可少的，不僅在與來自其他文化的人打交道時，還有在面對挑戰、抱怨、評估、紀律、建議和輔導時。Guerrero、Andersen 和 Afifi 寫道：“人們面臨著一種持續的掙扎，想要做自己想做的事情（這滿足了他們的負面自我需求）和想要做讓自己在他人面前看起來好的事情（這滿足了他們的正面自我需求）。”他們識別出幾種嚴重的“威脅面子行為”，例如違反重要文化、社會或專業規則的行為（錯過周年紀念日或未遵循指揮鏈）；造成重大損害的行為（損壞的關係或失去的收入）；當事人直接負責的行為（事故或不良的招聘決策）；以及對於冒犯方的另一方擁有的權力或權威越大（教授、主管或軍官）。

Verbal Interactions口頭互動

Communication interactions in interviews are intricate and inseparable combinations of verbal and nonverbal symbols, some intentional and some not. Although inseparable on many occasions, we will separate them in this chapter for instructional purposes only.
訪談中的溝通互動是口頭和非口頭符號的複雜且不可分割的組合，其中一些是有意的，而另一些則不是。儘管在許多情況下不可分割，但我們將在本章中為了教學目的而將其分開。

Verbal interactions, words, are merely arbitrary connections of letters that serve as symbols for people, animals, things, places, events, ideas, beliefs, and feelings. Their imperfect nature is brought home to us nearly every day in misunderstandings, confusions, embarrassments, antagonisms, and hurt feelings over what we assume to be perfectly clear, common, and neutral words. Perhaps the greatest single problem with human communication is the assumption of it. Journalism professor Michael Skube has written about the lack of familiarity many college students have with what he has assumed to be commonly understood words. These include impetus, lucid, advocate, derelict, and brevity.

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言語互動，文字，只是字母的任意組合，作為人、動物、事物、地點、事件、思想、信仰和感情的象徵。它們的不完美性幾乎每天都在誤解、困惑、尷尬、對立和因為我們假設的完全清晰、共同和中立的詞語而產生的受傷感情中體現出來。也許人類溝通中最大的單一問題就是對其的假設。新聞學教授邁克爾·斯庫比曾寫到許多大學生對他所假設的普遍理解的詞語缺乏熟悉感。這些詞包括推動力、清晰、倡導者、棄置者和簡潔。

I’m sure we’ve all thought that if others would use words properly, we would have few communication breakdowns. In fact, the arbitrary nature of language, not improper use, causes most problems.
我相信我們都曾想過，如果其他人能正確使用語言，我們的溝通障礙會少很多。事實上，語言的任意性，而非不當使用，才是造成大多數問題的原因。

Multiple Meanings多重意義

A word rarely has a single meaning.
一個詞很少只有一個意思。

Simple words have many meanings. Those for argue range from giving reasons or evidence to disagreeing in words and persuading. Game may refer to a basketball game, a wild animal, or a person willing to try new things. To reveal may mean to tell, disclose, make known through divine inspiration, or violate a confidence.
簡單的詞語有許多意義。爭論的意思包括提供理由或證據、用言語表達不同意見以及說服。遊戲可以指籃球比賽、野生動物或願意嘗試新事物的人。揭示可能意味著告訴、披露、通過神聖啟示使人知曉或違反信任。

Ambiguities模糊性

Words may be so ambiguous that any two parties may assign very different meanings to them. What are a “nice” apartment, an “affordable” education, a “simple” set of instructions, a “small” college, and a “living wage”? When is a person “young,” “middle-aged,” or “old”? How do we know that something is “one of the best” or “one of the rarest”? Have you ever met a U.S. citizen who was not “middle class” regardless of income?
詞語可能如此模糊，以至於任何兩方可能會賦予它們非常不同的含義。什麼是“漂亮”的公寓、“負擔得起”的教育、“簡單”的指示、“小型”的大學和“生活工資”？什麼時候一個人被認為是“年輕”、“中年”或“老年”？我們如何知道某樣東西是“最佳之一”或“最稀有之一”？你是否曾遇到過一位美國公民，無論收入如何，都不是“中產階級”？

Sound Alikes同音詞

Beware of words that sound alike.
當心聽起來相似的詞語。

Similar sounding words may lead to confusion in interviews because we usually only hear, not see, words. Examples include see and sea, do and due, sail and sale, and to, too, and two. We have been startled by words only to realize later that we had misinterpreted what was meant. Pronunciation or enunciation may add to this problem. A banker in Los Angeles related an incident in which she was talking to a banking associate in Chicago and thought she heard the other say, “We’re axing John.” The associate had meant “asking John.”
相似的發音可能在面試中引起混淆，因為我們通常只聽到，而不是看到，單詞。例子包括 see 和 sea、do 和 due、sail 和 sale，以及 to、too 和 two。我們曾因為某些單詞而感到驚訝，卻在事後才意識到我們誤解了其含義。發音或清晰度可能會加劇這個問題。洛杉磯的一位銀行家講述了一個事件，她在與芝加哥的一位銀行同事交談時，誤以為對方說：“我們要解雇約翰。”而該同事的意思是“詢問約翰。”

Connotations內涵

Many words have positive and negative connotations. We can describe an interview suit as “expensive” or “cheap,” an older car as “used” or “preowned,” or the purchase of a painting as a “cost” or an “investment.” Chapters 10 and 11 address the persuasive interview, but the word persuasion has many negative and positive meanings:
許多詞語具有正面和負面的含義。我們可以將面試西裝描述為“昂貴”或“便宜”，將舊車描述為“二手”或“預擁有”，或將購買畫作描述為“成本”或“投資”。第 10 章和第 11 章討論了說服性面試，但“說服”這個詞有許多負面和正面的含義：

Negative Meanings負面意義	Positive Meanings正面意義
incite煽動	inspire啟發
contrive設計	lead鉛
pressure壓力	motivate激勵
sway搖擺	convince說服
cajole哄騙	assure保證
induce誘導	sell出售

Not many years ago a professor in a large communication department attempted to persuade his colleagues that it was unethical to teach a course in persuasion without apparently seeing the incongruity of his impassioned persuasive appeal.
不久前，一位大型傳播系的教授試圖說服他的同事們，教授一門說服課程是不道德的，卻似乎沒有意識到他熱情的說服訴求中的不一致性。

Abstract摘要

Jargon You may create communication problems by altering or creating words. For instance, every profession has its own specialized jargon. “Vehicular control devices” are stoplights. “Spin doctoring” is explaining or defending issues. “Dyads” are interviews. An “invasive procedure” is surgery. A hammer, according to the military, is a “manually powered fastener-driving impact device.” Try to use the simplest, clearest, most appropriate words in each situation and for each interview party. Be aware of your own personal, cultural, or professional jargon. A few days before the huge gathering in Times Square on New Year’s Eve, an organizer was demonstrating to a reporter how to throw confetti most effectively from a window high above the Square. He remarked that the 150 staff members who would toss confetti from several buildings at midnight were “confetti dispersal engineers.”
行話你可能會因為改變或創造詞彙而造成溝通問題。例如，每個職業都有其專門的行話。“車輛控制裝置”是紅綠燈。“旋轉醫生”是解釋或辯護問題。“二人組”是訪談。“侵入性程序”是手術。根據軍方的說法，錘子是一種“手動驅動的緊固件衝擊裝置”。在每種情況和每位訪談對象中，儘量使用最簡單、最清晰、最合適的詞彙。要注意你自己的個人、文化或專業行話。在新年夜於時代廣場舉行的大型聚會前幾天，一位組織者正在向一位記者演示如何從高高的窗戶有效地拋撒五彩紙屑。他提到，將在午夜從幾棟建築物拋撒五彩紙屑的 150 名工作人員被稱為“五彩紙屑散佈工程師”。

Slang俚語

Slang comes俚語來自

and goes and often determines who’s in and who’s out.
並且經常決定誰在內，誰在外。

Naming is an effort to alter social reality.
命名是一種改變社會現實的努力。

Each generation has a kind of unofficial jargon we call slang. Fast, powerful cars went from “keen” and “neat” in the 1940s and 1950s, to “hot,” “cool,” “groovy,” and “far out” in the 1960s and 1970s, to “decent,” “tough,” and “mean” in the 1980s, to “awesome,” “way cool,”. “outrageous,” and “white hot” in the 1990s. In the twenty-first century, these cars are “rockin’,” “slammin’,” “jammin’,” “poppin’,” and “kickin’.” Using slang properly places us in the in-group, and we may ridicule those who do not understand us or use the slang incorrectly.
每一代都有一種我們稱之為俚語的非官方行話。快速而強大的汽車在 1940 年代和 1950 年代被稱為“敏銳”和“整潔”，在 1960 年代和 1970 年代則變成“火熱”、“酷”、“時髦”和“超棒”，在 1980 年代則是“體面”、“堅韌”和“兇狠”，而在 1990 年代則是“驚人”、“超酷”、“過分”和“白熱”。在二十一世紀，這些汽車被稱為“搖滾”、“猛撞”、“熱鬧”、“流行”和“踢擊”。正確使用俚語使我們融入內部圈子，而我們可能會嘲笑那些不理解我們或錯誤使用俚語的人。

Euphemisms委婉語

We substitute better sounding words for common ones. We’re likely to see a lifelike Christmas tree advertised rather than an artificial one. A person may inquire about the location of the “powder room” or facility rather than the toilet. We purchase appliances from “sales associates” rather than clerks, and we don’t experience “pain” from an “invasive procedure,” only “discomfort.”
我們用聽起來更好的詞語來替代常見的詞語。我們更可能看到一棵栩栩如生的聖誕樹被廣告宣傳，而不是一棵人造樹。人們可能會詢問“化妝室”或設施的位置，而不是廁所。我們從“銷售專員”那裡購買電器，而不是從店員那裡，我們在“侵入性手術”中不會感到“疼痛”，只有“不適”。

Naming命名

We label people, places, and things not merely to make them sound better but to alter reality. We rarely experience recessions, only “downturns” and “market adjustments.” We purchase diet soft drinks, but would we order a round of “diet beers” rather than “lite beers”? McDonald’s and other hamburger makers know we are more likely to order a “quarter-pounder” than a “four-ouncer.” Names are important. When we substitute woman for girl, flight attendant for stewardess, or firefighter for fireman, we are not being “politically correct” but are attempting to affect perceptions of reality. “Girls” and “boys” do not work as engineers, physicians, teachers, firefighters, and managers; women and men do. Clearly words matter to us and to others and they may alter or reinforce our visions of reality.
我們標籤人、地點和事物，不僅僅是為了讓它們聽起來更好，而是為了改變現實。我們很少經歷衰退，只有「下滑」和「市場調整」。我們購買低熱量的軟飲，但我們會點一輪「低熱量啤酒」而不是「輕啤酒」嗎？麥當勞和其他漢堡製造商知道我們更可能點「四分之一磅漢堡」而不是「四盎司漢堡」。名稱是重要的。當我們用女人取代女孩、用空服員取代女服務員，或用消防員取代消防員時，我們不是在「政治正確」，而是在試圖影響對現實的感知。「女孩」和「男孩」並不擔任工程師、醫生、教師、消防員和經理；而是女性和男性擔任。顯然，詞語對我們和他人都很重要，它們可能改變或強化我們對現實的看法。

Ordering Words排序詞語

How we order words in a sentence can communicate different messages, lead to confusion, or provoke laughter. Strange headlines or statements may embarrass one party and provide humor for another. Here are a few examples:
我們在句子中排列單詞的方式可以傳達不同的信息，導致混淆，或引發笑聲。奇怪的標題或陳述可能會使一方感到尷尬，並為另一方提供幽默。以下是幾個例子：

For anyone who has children and doesn’t know it, there is a day care on the first floor. Study: Dead patients usually not saved.
對於任何有孩子卻不知道的人，第一層有一個日托中心。研究：死去的病人通常無法被救回。
Sign in a safari park: Elephants please stay in your cars.
在野生動物園的標誌：請大象留在您的車內。
Toilet out of order. Please use floor below.
廁所故障。請使用樓下的廁所。
Think before selecting words and placing them in sentences. Order matters.
在選擇單詞並將其放入句子之前要思考。順序很重要。

Power Words力量詞

Words may be詞語可能是

powerful or not.

強大與否。

There are power and powerless speech forms.

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Power word forms include certainty, challenges, orders, verbal aggression, leading questions, metaphors, and memorable phrases such as “Read my lips!” “Make my day!” “Take your best shot!” “Live with it!” “Let’s roll!” and “Get a life!” Powerless forms include apologies, disclaimers, excuses, indirect questions, and nonfluencies such as “Uh,” and “Umm.” “Know what I mean” and “You know” have become all too common in our everyday and professional communications and seem to dominate many broadcast interviews. They are powerless, meaningless distractions that communicate the inability of a party to articulate thoughts and sentences. Few people are impressed with opening phrases such as “I didn’t mean to . . .,” “It’s not my fault that . . .,” and “Do you think maybe . . .?”
有權力和無權力的言語形式。

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有權力的言語形式包括確定性、挑戰、命令、言語攻擊、引導性問題、隱喻以及一些令人難忘的短語，如「讀我的嘴！」、「讓我高興一下！」、「來吧，盡力而為！」、「接受現實！」、「我們出發吧！」和「活出精彩！」無權力的形式包括道歉、免責聲明、藉口、間接問題，以及如「呃」和「嗯」等非流暢表達。「知道我的意思嗎」和「你知道的」在我們的日常和專業交流中變得過於普遍，似乎主導了許多廣播訪談。它們是無權力、無意義的干擾，傳達了某一方無法清晰表達思想和句子的能力。很少有人會對開場短語如「我不是故意要...」、「這不是我的錯...」和「你覺得也許...嗎？」感到印象深刻。

Regional and Role Differences
區域與角色差異

We assume all Americans speak “English,” but there are regional and role differences. People in New Jersey go to the “shore,” while those in California go to the “beach.” A person in New England is likely to ask for a “soda,” a person in New York may order “pop,” while a person in the Midwest is likely to ask for a “coke.” A government “entitlement” program such as Social Security has different meanings for 24-year-old and 64-year-old interview parties. Employees and management view “downsizing” and “outsourcing” very differently.
我們假設所有美國人都講「英語」，但存在地區和角色的差異。新澤西的人去「海邊」，而加州的人則去「沙灘」。新英格蘭的人可能會要求「汽水」，紐約的人可能會點「汽水」，而中西部的人則可能會要求「可樂」。政府的「福利」計劃，例如社會安全，對 24 歲和 64 歲的受訪者有不同的含義。員工和管理層對「裁員」和「外包」的看法截然不同。

Gender Differences性別差異

Gender differences may lead to power differences.
性別差異可能導致權力差異。

Stereotypes are dangerous assumptions.
刻板印象是危險的假設。

Studies of gender and communication have noted a variety of differences in language use among men and women. For example, men tend to be socialized into developing and using power speech forms and to dominate interactions, while women tend to be socialized into developing powerless speech forms and to foster relationships and exchanges during interactions. Research indicates that women’s talk is more polite and expressive, contains more qualifiers and disclaimers, makes more color distinctions, includes fewer mechanical and technical terms, and is more tentative than men’s talk.

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Men not only can use more intense language than women, but they are often expected to do so because it is considered masculine. If a woman uses the same language, she may be termed bitchy, pushy, or opinionated or accused of trying to be a man. Speaking styles, ingrained in us since childhood, explain why many women find it difficult to operate equally and effectively in a male-dominated society.
性別與溝通的研究指出男性與女性在語言使用上存在多種差異。例如，男性往往被社會化為發展和使用權力語言形式，並主導互動，而女性則被社會化為發展無權力語言形式，並在互動中促進關係和交流。研究顯示，女性的談話更為禮貌和表達豐富，包含更多的修飾語和免責聲明，對顏色的區分更多，使用的機械和技術術語較少，且比男性的談話更具不確定性。男性不僅能使用比女性更強烈的語言，還常常被期望這樣做，因為這被視為男性特質。如果女性使用相同的語言，她可能會被稱為刻薄、強勢或有主見，或被指責試圖成為男性。從小根深蒂固的說話風格解釋了為什麼許多女性在男性主導的社會中難以平等且有效地運作。

Be cautious when stereotyping language and interaction differences among genders. Julia Wood writes that "despite jokes about women’s talkativeness, research indicates that in most contexts, men not only hold their own but dominate the conversation.

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In addition, men tend to interrupt women more than other men and do so to
在對性別之間的語言和互動差異進行刻板印象時要謹慎。朱莉亞·伍德寫道：「儘管有關女性健談的笑話，研究表明在大多數情境中，男性不僅能夠表達自己，還主導著對話。此外，男性打斷女性的頻率高於其他男性。」

Global use of words may be more significant than foreign words.
全球使用的詞彙可能比外來詞更為重要。

Language problems are avoidable.
語言問題是可以避免的。

state opinions; women tend to interrupt to ask questions. Recent studies also indicate, however, that both men and women use tentative forms of speech in specific contexts and with a variety of people to facilitate communication.
國家意見；女性傾向於打斷以提出問題。然而，最近的研究也表明，男性和女性在特定情境和與各種人交談時都會使用不確定的語言形式以促進交流。

Global Differences全球差異

Language differences are magnified in the global village, even when parties are speaking the same language. North Americans tend to value precision, directness, explicit words, power speech forms, and use of " I " to begin sentences. We value tough or straight talk.

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Other cultures value the group or collective rather than the individual and rarely begin with " I " or call attention to themselves. Chinese children are taught to downplay selfexpression. Japanese tend to be implicit rather than explicit and employ ambiguous words and qualifiers. Koreans prefer not to give negative or “no” responses but to imply disagreements to maintain group harmony. And Arab-speaking peoples tend to employ what is referred to as “sweet talk” or accommodating language with elaborate metaphors and similes.
語言差異在全球村中被放大，即使各方使用相同的語言。北美人傾向於重視精確性、直接性、明確的詞語、強有力的語言形式，並以「我」開頭句子。我們重視直言不諱或坦率的對話。其他文化則重視群體或集體而非個人，並且很少以「我」開頭或引起他人的注意。中國孩子被教導要淡化自我表達。日本人傾向於隱含而非明確，並使用模糊的詞語和修飾語。韓國人則更喜歡不給予負面或「不」的回應，而是暗示不同意見以維持群體和諧。而阿拉伯語系的人則傾向於使用所謂的「甜言蜜語」或包容性語言，並使用精緻的隱喻和明喻。

Guidelines for Reducing Language Problems
減少語言問題的指導方針

Famous linguist Irving Lee wrote years ago that we often “talk past” one another instead of with one another.

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There are guidelines for enhancing effective use of language during interviews.
著名語言學家歐文·李多年以前寫道，我們經常是「錯過」彼此的對話，而不是與彼此交談。

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在面試中增強語言有效使用的指導方針。

Choose words and phrases carefully.
仔細選擇單詞和短語。
Expand your vocabulary.擴展你的詞彙。
Be aware that slight changes in words can alter meanings.
請注意，字詞的細微變化可能會改變意思。
Order words carefully in sentences and thoughts.
仔細安排句子和思想中的詞語順序。
Listen to the context in which words are used.
聆聽單詞使用的語境。
Learn the jargon of professions and groups.
學習職業和群體的行話。
Keep up to date with changing uses of language.
隨時了解語言使用的變化。
Know how the meaning of words may be affected by sex, age, race, culture, ethnic group, and situation.
了解詞語的意義如何受到性別、年齡、種族、文化、族群和情境的影響。

Nonverbal Interactions非語言互動

Nonverbal signals send many different messages.
非語言信號傳遞許多不同的信息。

The oral, face-to-face nature of the interview means that successful communication relies heavily upon nonverbal signals such as physical appearance, dress, eye contact, voice, touches, head nods, pauses, handshakes, winks, glances, silence, posture, and proximity of the two parties. Nonverbal communication is important because both parties are likely to detect what the other does and does not do. Our facial expressions may be our most effective nonverbal channel.
面對面的口頭訪談特性意味著成功的溝通在很大程度上依賴於非語言信號，例如外貌、穿著、眼神接觸、聲音、觸碰、點頭、停頓、握手、眨眼、瞥視、沉默、姿勢以及雙方的距離。非語言溝通很重要，因為雙方都可能察覺到對方的行為和不行為。我們的面部表情可能是我們最有效的非語言通道。

The interactive nature of the interview depends upon nonverbal signals to regulate the flow of communication and turn taking. Research shows that we rely on nonverbal cues to express ourselves and interpret the expressions of others. Facial expressions and eye contact, for example, are primary means “to indicate whose turn it is to talk.”

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Research also indicates that nonverbal cues are often misread.
訪談的互動性質依賴於非語言信號來調節溝通的流動和輪流發言。研究顯示，我們依賴非語言線索來表達自己並解讀他人的表情。例如，面部表情和眼神接觸是“指示誰該發言”的主要方式。

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研究還表明，非語言線索經常被誤解。

Any behav-任何行為-

ioral act, or its absence, can convey a message.
行為行動或其缺失都能傳達一個訊息。

In mixed messages, the how may overcome the what.
在混合信息中，方式可能超越內容。

A single behavioral act may convey a message. Poor eye contact may tell the other party that we have something to hide, a limp handshake that we are timid, a serious facial expression that we are sincere, touching a hand or arm that we are sympathetic or understanding, or a puzzled expression that we are confused. Our speaking rate may communicate urgency (fast speed), the gravity of the situation (slow speed), lack of interest (fast speed), lack of preparation (slow speed), nervousness (fast speed and breathless voice), or indecision (halting voice). Silence may encourage the other to talk, signal that we are not in a hurry, express agreement with what is being said, and keep the other party talking, but it can also signal apathy, boredom, fear, or intimidation.

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單一的行為舉動可能傳達一個訊息。缺乏眼神接觸可能告訴對方我們有什麼隱瞞，無力的握手則表明我們是膽怯的，嚴肅的面部表情顯示我們是誠懇的，觸碰手或手臂則表示我們是同情或理解的，困惑的表情則表明我們感到困惑。我們的說話速度可能傳達緊迫感（快速），情況的嚴重性（緩慢），缺乏興趣（快速），缺乏準備（緩慢），緊張（快速且氣喘吁吁的聲音），或猶豫不決（斷斷續續的聲音）。沉默可能鼓勵對方發言，表明我們不著急，表達對所說內容的認同，並讓對方繼續講話，但它也可能傳達冷漠、無聊、恐懼或威脅感。

Usually we send and receive messages with a combination of nonverbal acts that enhances the impact of the message. For instance, we may show interest by leaning forward, maintaining good eye contact, nodding our head, and having a serious facial expression. On the other hand, when we fidget, cross and uncross our arms and legs, sit rigid, look down, furrow our brows, and speak in a high-pitched voice, we may reveal a high level of anxiety, fear, or agitation. A drooping body, frowning, and slow speaking rate may reveal sadness or resignation to anticipated failure or discipline. Leaning backward, staring at the other party, raising an eyebrow, and shaking our head may signal disagreement, anger, or disgust. The way we shake hands and look the other in the eye may signal a degree of trust and trustworthiness. Body movements, gestures, and posture may show dynamism or lack of it. We indicate positions of power through physical appearance, spatial behavior, eye behavior, body movements, and touch.

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Any behavioral act may be interpreted in a meaningful way by the other party. The message may be intentional or unintentional, accurate or inaccurate; but it will be interpreted.
通常我們發送和接收信息時，會結合非語言行為來增強信息的影響力。例如，我們可能通過向前傾身、保持良好的眼神接觸、點頭以及表情嚴肅來表達興趣。另一方面，當我們坐立不安、交叉和解開手臂和腿、坐得僵硬、低頭、皺眉以及用高音調說話時，可能會顯示出高度的焦慮、恐懼或不安。身體下垂、皺眉和說話速度緩慢可能顯示出悲傷或對預期失敗或懲罰的屈服。向後傾身、盯著對方、揚起眉毛和搖頭可能表示不同意、憤怒或厭惡。我們握手的方式和看著對方的眼睛可能傳達出一定程度的信任和可信度。身體動作、手勢和姿勢可能顯示出活力或缺乏活力。我們通過外貌、空間行為、眼神行為、身體動作和觸碰來表達權力的地位。

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任何行為都可能被對方以有意義的方式解釋。信息可能是有意的或無意的，準確的或不準確的；但它將被解釋。

Physical appearance and dress are particularly important during the first few minutes of interviews as the parties get to know and respect one another. This critical first impression often begins before words are exchanged. We respond more favorably to attractive persons who are neither too fat nor too thin, tall rather than short, shapely rather than unshapely, pretty and handsome rather than plain or ugly. Parties see attractive persons to be more poised, outgoing, interesting, and sociable. How we dress and prepare ourselves physically for an interview reveals how we view ourselves, the other party, the situation, and the nature and importance of the interview.
在面試的頭幾分鐘，外貌和穿著特別重要，因為雙方在相互了解和尊重。這一關鍵的第一印象往往在言語交流之前就已經開始。我們對於那些既不過胖也不過瘦、較高而非較矮、身材勻稱而非不勻稱、漂亮和英俊而非普通或醜陋的人反應更為積極。雙方認為吸引人的人更為沉著、自信、有趣和善於交際。我們在面試中如何穿著和準備自己，揭示了我們如何看待自己、對方、情況以及面試的性質和重要性。

Nonverbal communication may be more important than words. Some research indicates that nonverbal actions exchange feelings and emotions more accurately; convey meanings and intentions relatively free of deception, distortion, and confusion; are more efficient; and are more suitable for suggesting or imparting ideas and emotions indirectly. Nonverbal behaviors are assumed to be more truthful than words and; if verbal and nonverbal messages conflict-sending mixed messages, we are likely to believe the nonverbal. How tends to dominate the what.
非語言溝通可能比言語更為重要。一些研究表明，非語言行為能更準確地傳遞感受和情緒；相對於言語，能更自由地表達意義和意圖，避免欺騙、扭曲和混淆；效率更高；並且更適合間接地建議或傳達思想和情感。非語言行為被認為比言語更真實；如果言語和非語言信息相互矛盾——發送混合信息，我們更可能相信非語言。如何往往主導了什麼。

Some theorists argue, however, that it is nearly impossible to isolate the verbal from the nonverbal because they are so intertwined during interviews. For example, the nonverbal may complement the verbal. Vocal stress may call attention to an important word (like underlining or italicizing in print):“I’m planning to change programs in May,” “My net income last year was slightly over

$ 52, 000

,” or “I’m not thinking of leaving.” We may complement words with a sincere tone of voice and deliberate speaking rate. A serious facial expression and direct eye contact may help words
然而，一些理論家認為，幾乎不可能將口頭表達與非口頭表達隔離，因為它們在面談中是如此交織。例如，非口頭表達可能會補充口頭表達。聲音的重音可能會引起對重要詞語的注意（就像在印刷中加下劃線或斜體）：“我計劃在五月更換課程”，“我去年的淨收入略高於

$ 52, 000

”或“我不考慮離開。”我們可能會用誠懇的語調和故意的說話速度來補充詞語。嚴肅的面部表情和直接的眼神接觸可能有助於詞語的表達。
communicate sympathy and understanding. The nonverbal accentuates and verifies our words. Nonverbal actions may reinforce verbal messages: a head nod while saying yes, a head shake while saying no. A nonverbal action may act as a substitute for words. We may point to a chair without saying, “Sit here,” or smile to express recognition or friendship. Nonverbal substitutes, a kind of everyday sign language, may be more effective and less disruptive than words. Silence, for instance, can signal agreement or disagreement.
傳達同情和理解。非語言強調並驗證我們的話語。非語言行為可能加強口頭信息：在說“是”時點頭，在說“不是”時搖頭。非語言行為可以作為言語的替代。我們可以指著椅子而不說“坐這裡”，或微笑以表達認可或友誼。非語言替代，一種日常手語，可能比言語更有效且干擾更小。例如，沉默可以表示同意或不同意。

Sex性別

Women are more adept at nonverbal communication.
女性在非語言溝通方面更為擅長。

Gender differences often affect interviews because women seem to be more skilled at and rely more on nonverbal communication than do men. Research indicates, for instance, that facial expressions, pauses, and bodily gestures are more important in women’s interactions than men’s, perhaps because women are more expressive than men. Women tend to gaze more and are less uncomfortable when eye contact is broken. Men’s lower-pitched voices are viewed as more credible and dynamic than women’s higher-pitched voices. Female parties stand or sit closer than opposite-sex parties, and males maintain more distance than opposite-sex or female parties.
性別差異常常影響面試，因為女性似乎在非語言溝通方面更具技巧，並且比男性更依賴這種溝通方式。研究顯示，例如，面部表情、停頓和身體姿勢在女性的互動中比男性更為重要，這或許是因為女性比男性更具表達性。女性傾向於更多地注視對方，並且在眼神接觸中斷時感到不那麼不自在。男性的低音聲音被視為比女性的高音聲音更具可信度和活力。女性在與異性互動時站立或坐得更近，而男性則比異性或女性保持更大的距離。

Be aware of cultural differences in nonverbal communication.
注意非語言溝通中的文化差異。

Culture文化

Differing cultures share many nonverbal signals. For instance, around the world people nod their heads in agreement, shake their heads in disagreement, give thumbs down for disapproval, shake fists in anger, and clap hands to show approval. On the other hand, nonverbal communication differs significantly among cultures.
不同文化之間共享許多非語言信號。例如，世界各地的人們點頭表示同意，搖頭表示不同意，豎起大拇指表示贊同，握緊拳頭表示憤怒，拍手表示贊成。另一方面，非語言交流在不同文化中有著顯著的差異。

In the United States, black participants tend to maintain eye contact more when speaking than when listening. They give more nonverbal feedback when listening than whites. In general, black Americans are more animated and personal, while white Americans are more subdued. Black Americans tend to avoid eye contact with superiors out of respect, a trait that is often misinterpreted by white superiors who see lack of eye contact as a sign of disinterest, lack of confidence, or dishonesty. And black Americans tend to touch more and stand closer together when communicating than do white Americans.

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John Stewart writes that silence is important in Apache culture and that Apache "ridicule ‘the whiteman’ because they tälk so often, so loudly, and so múch."21
在美國，黑人參與者在說話時往往比在聆聽時更保持眼神接觸。他們在聆聽時給予的非語言反饋比白人更多。一般而言，黑人美國人更具活力和個人色彩，而白人美國人則較為內斂。黑人美國人傾向於出於尊重而避免與上級進行眼神接觸，這一特徵常常被白人上級誤解為缺乏興趣、缺乏自信或不誠實。而且，黑人美國人在交流時往往比白人美國人更頻繁地觸碰和站得更近。

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約翰·斯圖爾特寫道，沉默在阿帕契文化中是重要的，阿帕契人“嘲笑‘白人’因為他們說得如此頻繁、如此大聲和如此多。”21

On the global scene, Americans are taught to look others in the eye when speaking, while
在全球範圍內，美國人被教導在交談時要直視他人的眼睛，而

Black and white黑與白

Americans use different nonverbal signals.
美國人使用不同的非語言信號。

Africans are taught to avoid eye contact when listening to others. An honest “look me in the eye” for a Westerner may express a lack of respect to an Asian. An American widens his or her eyes to show wonder or surprise, while the Chinese do so to express anger, the French to express disbelief, and Hispanics to show lack of understanding. Americans are taught to smile in response to a smile, but this is not so in Israel. Japanese are taught to mask negative feelings with smiles and laughter. Americans are taught to have little direct physical contact with others while communicating, but Mediterranean and Latin countries encourage direct contact. On a loudness scale of 1 to 10 , with 10 being high, Arabs would be near 10, Americans would be near the middle, and Europeans would be near 1 . Arabs perceive loudness as signs of strength nd sincerity and softness as signs of weakness and deviousness. Not surprisingly, many Americans and Europeans see Arabs as pushy and rude. A firm handshake is important in American society but signals nothing in Japan. Common gestures have a wide variety of meanings. A circular motion of a finger around an ear means crazy in many countries, while it signals “You have a telephone call” in the Netherlands. Fingers in a circle means okay in the United States but is an obscene gesture in Brazil. Thumbs up is a rude gesture in Australia and a simple okay or all’s well in other countries. As intercultural contacts become increasingly common, it will become ever more critical to understand the interconnections between words and nonverbal actions and how these are interpreted by diverse people and cultures.
非洲人在聆聽他人時被教導要避免眼神接觸。對於西方人來說，誠實的「看著我的眼睛」可能對亞洲人來說表達了缺乏尊重。美國人睜大眼睛以表達驚奇或驚訝，而中國人則這樣做是為了表達憤怒，法國人則用來表達不相信，西班牙裔則用來表達不理解。美國人被教導對微笑做出微笑的回應，但在以色列則不是如此。日本人被教導用微笑和笑聲來掩飾負面情緒。美國人在交流時被教導要與他人保持較少的直接身體接觸，但地中海和拉丁國家則鼓勵直接接觸。在 1 到 10 的音量尺度上，10 為高音量，阿拉伯人接近 10，美國人接近中間，而歐洲人接近 1。阿拉伯人將音量視為力量和真誠的標誌，而柔和則被視為弱點和狡詐的標誌。不足為奇，許多美國人和歐洲人認為阿拉伯人是強勢和粗魯的。在美國社會中，堅定的握手很重要，但在日本則沒有任何信號。常見的手勢有著各種各樣的含義。手指圍繞耳朵的圓形動作在許多國家意味著瘋狂，而在荷蘭則表示「你有電話來了」。在美國，手指圍成圓形表示好，但在巴西卻是一個粗俗的手勢。豎起大拇指在澳大利亞是一個粗魯的手勢，而在其他國家則是簡單的好或一切都好。隨著跨文化接觸變得越來越普遍，理解詞語與非語言行為之間的相互關聯，以及這些行為如何被不同的人和文化解讀，將變得越來越重要。

Feedback反饋

Be perceptive,要有洞察力，
sensitive, and receptive.
敏感且具接受性。

Feedback is more immediate and pervasive in interviews, and meaningful feedback, sent and received, is essential to verify what is being communicated and how well it is being communicated. The large, double-ended arrow that links the top of the party circles in Figure 2.5 symbolizes the heavy stream of feedback between interview parties. Feedback is both verbal (questions and answers, arguments and counterarguments, agreements and disagreements, challenges and compliances) and nonverbal (facial expressions, gestures, raised eyebrows, eye contact, vocal utterances, and posture).
反饋在面試中更為即時和普遍，發送和接收的有意義反饋對於驗證所傳達的內容及其傳達的效果至關重要。圖 2.5 中連接派對圓圈頂部的大型雙頭箭頭象徵著面試雙方之間的強大反饋流。反饋既包括口頭的（問題和答案、論點和反論、同意和不同意、挑戰和遵從），也包括非語言的（面部表情、手勢、揚起的眉毛、眼神接觸、聲音表達和姿勢）。

We detect feedback through observing and listening. Observe everything that does and does not take place during an interview, including the tone of the interaction, seating arrangement, and proximity of the parties.
我們通過觀察和傾聽來檢測反饋。觀察面試過程中發生和未發生的一切，包括互動的語氣、座位安排和雙方的距離。

Does the other party move closer or farther away?
對方是靠近還是遠離？
Does the other person select a power position (seated behind a desk, standing over you) from which to conduct the interview?
對方是否選擇了一個權力位置（坐在桌子後面，站在你上方）來進行面試？
Does the opening conversational tone become more or less formal as the interview progresses?
隨著訪談的進行，開場的對話語氣變得更正式還是更不正式？
Does eye contact diminish?
眼神接觸會減少嗎？
Does the other party seem more or less willing to disclose information, feelings, and attitudes?
對方似乎在透露信息、感受和態度方面更願意還是不太願意？

Be particularly observant of changes in eye contact, posture, attentiveness, voice, and manner. Be careful of reading too much into small nonverbal actions and changes.
特別注意眼神接觸、姿勢、注意力、聲音和舉止的變化。要小心不要過度解讀小的非語言行為和變化。

Figure 2.5 Feedback圖 2.5 反饋

A person may be fidgeting because a chair is hard, not because of questions or answers. A person may be paying less attention because of noise and interruptions, not disinterest. A person may speak loudly because of habit, not because of a hearing impairment. Poor eye contact may indicate shyness or culture, not deceptiveness or mistrust.
一個人可能因為椅子硬而坐立不安，而不是因為問題或答案。一個人可能因為噪音和干擾而注意力不集中，而不是因為缺乏興趣。一個人可能因為習慣而大聲說話，而不是因為聽力障礙。差的眼神接觸可能表示害羞或文化差異，而不是欺騙或不信任。

Listening skills are essential to obtaining information, detecting cues, and generating Level 2 and Level 3 responses. Few of us listen well. Surveys of hundreds of corporations in the United States reveal that poor listening skills create barriers in all positions from entry level to CEO.
聆聽技巧對於獲取信息、察覺線索和產生二級及三級反應至關重要。我們中很少有人能夠良好地聆聽。對美國數百家公司的調查顯示，糟糕的聆聽技巧在從入門級到首席執行官的所有職位中都造成了障礙。

An interviewer may not listen carefully to answers received, while an interviewee may not listen carefully to questions asked. Both may lead a friendly critic to remark, “Did you hear what you just asked?” or “Did you hear what you just said?” Often we are so concerned about our primary role as questioner or respondent that we do not listen. Most of our training has prepared us for talking, not listening.
面試官可能不會仔細聆聽所收到的回答，而面試者也可能不會仔細聆聽所提出的問題。這兩者都可能導致友善的批評者評論道：“你聽到你剛剛問的問題了嗎？”或“你聽到你剛剛說的話了嗎？”我們經常如此關注自己作為提問者或回答者的主要角色，以至於不去聆聽。我們的大部分訓練都是為了說話，而不是聆聽。

There are four approaches to listening: for comprehension, for empathy, for evaluation, and for resolution. Each approach is designed to play a specific role in giving, receiving, and processing information during interviews; and any one of the approaches may dominate an interview.
聆聽有四種方法：理解、同理、評估和解決。每種方法旨在在面試過程中發揮特定的角色，以提供、接收和處理信息；而其中任何一種方法都可能主導一次面試。

The intent of listening for comprehension is to understand content.
聆聽理解的意圖是理解內容。

The intent of empathic listening is to understand the other party.
同理心傾聽的目的是理解對方。

The intent of evaluative listening is to judge content and actions.
評估性聆聽的目的是評判內容和行為。

Listening for Comprehension
聆聽理解

Listening for comprehension is a method of receiving, understanding, and remembering a message as accurately and completely as possible. The goal is to concentrate on a question, answer, or reaction to understand and remain objective, not to make judgments. This listening approach is essential when giving and getting information and during the first minutes of interviews when determining how to react. Use these guidelines for listening for comprehension:
聆聽理解是一種接收、理解和記憶信息的方法，旨在盡可能準確和完整地接收信息。其目標是專注於問題、回答或反應，以理解並保持客觀，而不是做出判斷。這種聆聽方法在提供和獲取信息時，以及在面試的最初幾分鐘內確定如何反應時至關重要。使用以下指導方針來進行理解性聆聽：

Listen attentively to a question before phrasing an answer.
在回答問題之前，請仔細聆聽問題。
Listen attentively to an answer before phrasing a question.
在提出問題之前，仔細聆聽答案。
Be patient.耐心點。
Listen to tone of voice and vocal emphasis on key words.
聆聽語調和關鍵詞的聲音強調。
Listen for content and ideas.
傾聽內容和想法。
Take notes to retain information.
做筆記以保留資訊。
Use questions to clarify and verify information.
使用問題來澄清和驗證信息。

Listening for Empathy傾聽以增進同理心

Listening for empathy is a method of communicating genuine concern, understanding, and involvement. Strive to put yourself in the other party’s place to understand and appreciate what the party is experiencing and feeling. Empathic listening is total and genuine response: reassuring, comforting, expressing warmth, and showing unconditional regard. It is not synonymous with expressing sympathy or feeling sorry for someone but the ability to place one’s self in another’s situation. Follow these guidelines for listening with empathy:
同理心傾聽是一種傳達真誠關心、理解和參與的溝通方法。努力將自己置於對方的立場，以理解和欣賞對方所經歷和感受到的事物。同理心傾聽是完全和真誠的反應：安慰、慰藉、表達溫暖和展現無條件的關懷。它並不等同於表達同情或對某人感到遺憾，而是將自己置於他人情境中的能力。遵循以下同理心傾聽的指導方針：

Show your interest and concern verbally and nonverbally.
以口頭和非口頭的方式表達你的興趣和關心。
Do not interrupt.請勿打擾。
Be comfortable with strong displays of emotion: anger, fear, sadness.
對強烈情感的表現感到自在：憤怒、恐懼、悲傷。
Remain nonevaluative or nonjudgmental until there is no choice.
保持非評價性或非判斷性，直到別無選擇。
Listen with an eye toward giving options and guidelines.
傾聽時要考慮提供選擇和指導。
Reply with tact and understanding.
以機智和理解回應。

Listening for Evaluation
聆聽評估

Listening for evaluation, or critical listening, is a means of judging what you hear and observe. Evaluative listening often follows comprehension and empathy because you are not ready to judge until you comprehend the verbal and nonverbal elements of interactions. It is essential in many interviews, but openly expressing criticism may diminish cooperation and levels of disclosure. Follow these guidelines for evaluative listening:
評估性聆聽或批判性聆聽是對你所聽到和觀察到的事物進行判斷的一種方式。評估性聆聽通常在理解和同理心之後進行，因為在理解互動的語言和非語言元素之前，你尚未準備好進行判斷。這在許多面試中至關重要，但公開表達批評可能會減少合作和披露的程度。遵循以下評估性聆聽的指導方針：

Listen carefully to entire questions and answers before judging.
仔細聆聽整個問題和答案再做判斷。
Listen to content (reasoning, evidence, words).
聆聽內容（推理、證據、詞語）。
Observe nonverbal cues such as facial expressions or change in eye contact, tone of voice, gestures, and mannerisms.
觀察非語言線索，例如面部表情或眼神接觸的變化、聲調、手勢和舉止。
Ask for clarification.請求澄清。
Avoid defensive reactions.
避免防禦性反應。

Listening for Resolution
傾聽以尋求解決方案

John Stewart has developed a fourth type of listening called dialogic listening.

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Dialogic listening focuses on ours rather than mine or yours and believes the agenda for
約翰·斯圖爾特開發了一種稱為對話式聆聽的第四種聆聽方式。對話式聆聽專注於我們而非我的或你的，並認為議程是為了

The intent of意圖

dialogic listening is to resolve problems.
對話式聆聽是為了解決問題。

Listening, like speaking, is a learned skill. resolving a problem or task supersedes the individual. Dialogic listening is most appropriate for problem-solving interviews when the goal is the joint resolution of a problem or task. Stewart likens dialogic listening to adding clay to a mold together, to see how the other person will react, what the person will add, and how this will affect the shape and content of the product. Follow these guidelines when listening for resolution:
聆聽，像說話一樣，是一種學習的技能。解決問題或任務超越了個體。對話式聆聽最適合用於問題解決的訪談，當目標是共同解決一個問題或任務時。斯圖爾特將對話式聆聽比作一起向模具中添加黏土，以觀察對方的反應、對方會添加什麼，以及這將如何影響產品的形狀和內容。聆聽以達成解決方案時，請遵循以下指導方針：

Encourage interchanges between parties.
鼓勵各方之間的交流。
Trust the other party to make significant contributions.
信任對方能做出重要貢獻。
Focus on the communication, not the psychology, of the interview.
專注於面試的溝通，而非心理學。
Focus on the present rather than past or future.
專注於當下，而非過去或未來。
Paraphrase and add to the other party’s responses and ideas.
改述並補充對方的回應和想法。

Although active and insightful listening is critical to both parties, listening is difficult. It is an invisible skill, so it is difficult to learn by observing. We learn to be passive listeners as children, students, employees, and subordinates. We’ve had experiences with persons who would not listen to us, regardless of what we had to say. A few months ago, a charity called the home of one of the authors. He was interested in giving to the charity but wanted written information on the charity and the opportunity to send a donation through the mail. The fund-raiser was determined to get an immediate commitment of a specific dollar donation over the telephone that evening and commented that it cost money to send out information. When the author commented that he would add a donation to defray this expense, the caller commented sarcastically, “Sure you will!” That ended the interview.
雖然積極且具洞察力的傾聽對雙方都至關重要，但傾聽是困難的。這是一種無形的技能，因此很難通過觀察來學習。我們在兒童、學生、員工和下屬的角色中學會了成為被動的傾聽者。我們曾經遇到過那些不願意聆聽我們的人，無論我們有什麼要說的。幾個月前，一個慈善機構聯繫了其中一位作者的家。他對捐贈該慈善機構感興趣，但希望獲得有關該慈善機構的書面資訊，以及通過郵寄方式發送捐款的機會。籌款人堅持要在當晚的電話中獲得具體金額的即時承諾，並評論說發送資訊是需要花費的。當作者表示他會額外捐款以抵消這筆費用時，來電者諷刺地評論道：“當然你會！”這結束了這次訪談。

You can become an effective listener. First, strive to be as satisfied when listening as you are when talking. Second, overcome the “entertainment syndrome,” the expectation that you must be entertained at all times and the attitude that anything “boring” is to be ignored. Third, be an active listener by attending carefully and critically to content and nonverbal signals. Fourth, concentrate on listening despite distractions such as physical surroundings, interruptions, mannerisms, appearance, and dress. Fifth, use the most appropriate listening approaches during each interview.
你可以成為一個有效的聆聽者。首先，努力在聆聽時獲得與說話時一樣的滿足感。其次，克服“娛樂綜合症”，即期望在任何時候都必須被娛樂，以及對任何“無聊”事物應予以忽視的態度。第三，通過仔細和批判性地關注內容和非語言信號來成為一個主動的聆聽者。第四，儘管有物理環境、打斷、舉止、外貌和穿著等干擾，仍然專注於聆聽。第五，在每次面試中使用最合適的聆聽方法。

The Interview Situation面試情境

No interview takes place in a vacuum. Each interview occurs at a given time, in a given place, with given surroundings. Either party may initiate the process and each comes with perceptions of what is about to take place in this setting and why. The many situational variables that influence interviews are symbolized by the imploding arrows in Figure 2.6.
沒有任何面試是在真空中進行的。每次面試都發生在特定的時間、特定的地點和特定的環境中。任一方都可以啟動這一過程，並且每一方都帶著對於在這一環境中即將發生的事情及其原因的看法。影響面試的許多情境變數在圖 2.6 中以崩潰的箭頭表示。

Figure 2.6 Situational variables
圖 2.6 情境變數

Initiating the Interview
開始面試

Who initiates an interview and how may affect control, roles, and atmosphere.
誰發起面試以及如何發起可能影響控制、角色和氛圍。

Either party may initiate an interview, as shown by the arrows in Figure 2.6 that emerge from the top of the circle and touch each party. For example, you may walk into a professor’s office to discuss an upcoming assignment, or a professor may call you in to discuss a research paper proposal. A technical support person may call you about updating the software on your computer, or you may call the support person about the need for updated software.
任一方均可發起面談，如圖 2.6 中從圓圈頂部延伸並觸及每一方的箭頭所示。例如，您可以走進教授的辦公室討論即將到來的作業，或者教授可能會召喚您討論研究論文提案。技術支援人員可能會打電話給您，詢問有關更新您電腦上的軟體，或者您可能會打電話給支援人員，詢問需要更新的軟體。

The situation often determines who initiates an interview and who must be interviewed. For instance, a recent fire in your apartment may require you to contact your insurance agent, and the insurance agent is likely to ask an insurance adjuster to interview you about the fire, its likely or determined causes, what you lost in the fire, and
情況通常決定了誰發起面談以及誰必須接受面談。例如，您公寓最近發生的火災可能需要您聯繫您的保險代理人，而保險代理人很可能會要求保險理算師對您進行面談，詢問有關火災的情況、可能或確定的原因、您在火災中損失的物品，以及
the fire department’s efforts to extinguish it. Conversely, the person who initiates the interview affects the situation by determining how the contact is initiated.
消防部門撲滅火災的努力。相反，發起面試的人通過決定接觸的方式影響情況。

You can affect the climate of the interview by initiating the interview directly rather than through a secretary, staff member, or friend. The climate will be more productive if you inform the other party about the nature, purpose, and use of the interview and initiate the interview in a positive and informative manner.
您可以通過直接發起面試，而不是通過秘書、工作人員或朋友，來影響面試的氛圍。如果您告知對方面試的性質、目的和用途，並以積極和資訊豐富的方式開始面試，則氛圍將更加富有成效。

Perceptions感知

Each person comes to an interview with unique perceptions of the situation, including purpose, need, urgency, timing, place, and setting. Figure 2.6 symbolizes these perceptions by the arrows that run from each party to the situational circle. The interviewer may see the interview as a routine, everyday activity, nothing special or exciting, while the interviewee may see the interview as an extraordinary, once-in-a-lifetime event likely to affect career, advancement, marriage, financial plans, health, or social status. A recruiter, for example, may interview dozens of college seniors each day and perceive each interview as rather mechanical. A college senior, however, may perceive the interview as a long-anticipated opportunity. Medical examinations and television interviews are routine for physicians and journalists, but not for patients and respondents.
每個人都帶著對情況的獨特感知來到面試，包括目的、需求、緊迫性、時機、地點和環境。圖 2.6 用箭頭象徵這些感知，箭頭從每一方指向情境圓圈。面試官可能將面試視為一項例行的日常活動，沒有特別或令人興奮的地方，而面試者則可能將面試視為一次非凡的、千載難逢的事件，可能影響到職業、晉升、婚姻、財務計劃、健康或社會地位。例如，招聘者可能每天面試數十名大學畢業生，並將每次面試視為相當機械化的過程。然而，大學畢業生可能將面試視為一個期待已久的機會。對於醫生和記者來說，醫學檢查和電視訪談是例行公事，但對於病人和受訪者來說卻不是。

Interview parties may see the setting quite differently. Supervisors may perceive their offices to be simple business locations, while their subordinates may see them as alien, off-limits environments, particularly if workers feel few of them ever come out as “happy campers.” A professor may feel very relaxed sitting behind a desk, but a student may feel threatened when sitting in front of the desk.
面試雙方可能對環境有著截然不同的看法。主管可能將他們的辦公室視為簡單的商業場所，而下屬則可能將其視為陌生的、禁區般的環境，特別是如果員工感覺幾乎沒有誰會以「快樂的露營者」的身份出現。一位教授坐在桌子後面可能感到非常放鬆，但學生坐在桌子前面時可能會感到受到威脅。

Both parties have vested interests in the nature and outcome of interviews, but their goals may be quite different. A dentist may want to persuade you that an expensive crown is necessary for a fractured tooth, but you want to spend this money on a spring break trip. You may want to interview hurricane refugees still relocated in your city one year after the tragic event and see it as a good human interest story for the student newspaper. The refugees may not want to relive the tragedy or discuss it for the tenth time with a journalist.
雙方在訪談的性質和結果上都有既得利益，但他們的目標可能截然不同。一位牙醫可能想說服你，對於一顆斷裂的牙齒，昂貴的牙冠是必要的，但你卻想把這筆錢花在春假旅行上。你可能想要訪問在悲劇事件一年後仍然被安置在你所在城市的颶風難民，並將其視為學生報紙上的一個好人文故事。而難民們可能不想重溫悲劇，或是與記者討論第十次。

Interview parties are most likely to communicate beyond Level 1 if they perceive the situation to be familiar rather than strange, informal rather than formal, warm rather than cold, private rather than open, and close rather than distant physically, socially, and psychologically. Organizations attempt to enhance concentration and motivation with well-lighted, pleasantly painted, moderate-sized rooms with comfortable furniture, temperature, and ventilation. Some attempt to create business and professional settings that resemble living rooms, dining rooms, family rooms, and studies to make interviewees feel more at home and thus more willing and able to communicate at Levels 2 and 3.
面試雙方如果認為情況是熟悉的而非陌生的、非正式的而非正式的、溫暖的而非冷漠的、私密的而非公開的，以及在身體上、社交上和心理上是親近的而非疏遠的，則最有可能超越第一級進行交流。組織試圖通過明亮的照明、愉悅的顏色、適中的房間大小以及舒適的家具、溫度和通風來增強專注力和動機。一些組織試圖創造類似於客廳、餐廳、家庭房和書房的商業和專業環境，以使面試者感到更自在，從而更願意和更能夠在第二級和第三級進行交流。

Time of Day, Week, and Year
一天中的時間、星期和年份

A party may一方可以

see the interview as routine or an event.
將訪談視為例行公事或事件。

Settings are seldom neutral.
環境很少是中立的。

Each of us has optimum times for interactions.
我們每個人都有最佳的互動時間。
Perceptions are critical in moving beyond Level 1 interactions.
感知在超越第一級互動中至關重要。

We tend to interact best at certain times of the day, week, and year. For instance, we might be morning, afternoon, or evening persons, meaning this is the optimum time for performance, production, communication, thinking, creativity, handling of conflicts, and dealing with important matters. It is unwise to address difficult issues or exchange important and extensive information just before lunch or late in the day or work shift when parties
我們傾向於在一天、一週和一年中的某些時候進行最佳互動。例如，我們可能是早晨型、下午型或晚上型的人，這意味著這是表現、產出、溝通、思考、創造力、處理衝突和處理重要事務的最佳時間。在午餐前或工作日的晚些時候，當各方面臨困難問題或需要交換重要且廣泛的信息時，這樣做是不明智的。

Take into account events before and after interviews.
考慮面試前後的事件。

are mentally and physically tired. Moods tend to be dark and motivation low on Monday mornings and Friday afternoons. Holidays are good times for some interviews (sales, employment selection, journalistic) but bad for others (dismissals, reprimands, investigations, health care). Counselors note marked increases in crisis interviews with lonely people during family-oriented and happy seasons such as Thanksgiving, Christmas, and Passover. Police officers claim that full moons bring out strange behaviors in people.
人們在心理和生理上感到疲憊。情緒往往在星期一早晨和星期五下午變得陰鬱，動力低下。假期對於某些面試（銷售、就業選拔、新聞採訪）來說是好時機，但對於其他面試（解僱、訓斥、調查、醫療保健）則不然。輔導員注意到，在以家庭為導向和快樂的季節，如感恩節、聖誕節和逾越節，孤獨者的危機面試顯著增加。警察聲稱滿月會使人們出現奇怪的行為。

Be aware of events that precede or follow interviews. Wednesday morning may ordinarily be a good time for a supervisor or professor, but not this one because of a poor sales report or teaching evaluation. A student facing a major examination or a patient facing surgery may find it difficult to concentrate and answer questions. Threatened layoffs, personal problems, and organizational squabbles affect mood, expectations, concentration, and listening.
注意面試前後的事件。星期三早上通常對於主管或教授來說是個好時機，但這次卻不然，因為有不佳的銷售報告或教學評估。一位面臨重大考試的學生或一位即將接受手術的病人可能會發現很難集中注意力並回答問題。威脅到的裁員、個人問題和組織內部的爭執會影響情緒、期望、專注力和傾聽能力。

Place地方

We value and protect our turf.
我們重視並保護我們的領地。

Don’t underestimate the importance of place.
不要低估地點的重要性。

Consider whose turf is best for the interview. For instance, you are likely to feel more comfortable and relaxed and less threatened in your home, room, office, or business. On the other hand, a neutral place might work best for a journalistic interview or in the prospective employer’s office for an employment interview. We protect our turf. Think of your reactions when you walked into your room or office and found another person in your chair or at your desk or when you went to study in the library and another student chose a chair very close to yours. When one of the authors was head of a large academic department, he discovered that faculty often preferred to interact in their offices unless privacy was important or the issue was departmental rather than personal.
考慮哪個地方最適合進行面試。例如，您可能會在自己的家、房間、辦公室或商業場所感到更舒適、放鬆，並且不那麼受到威脅。另一方面，中立的地方可能最適合進行新聞採訪或在潛在雇主的辦公室進行就業面試。我們會保護自己的領地。想想當您走進自己的房間或辦公室，發現有其他人在您的椅子上或桌子旁，或者當您去圖書館學習時，另一位學生選擇了離您非常近的椅子時的反應。當其中一位作者擔任大型學術部門的負責人時，他發現教職員通常更喜歡在自己的辦公室互動，除非隱私很重要或問題是部門性的而非個人性的。

When possible, select the location most conducive to effective communication. The setting might be your place so you can feel more relaxed and “in charge,” or because you have designed it with effective communication in mind, or you can exhibit a successful career or profession. The setting might be neutral such as a restaurant or conference room to avoid turf problems. Or it might be the other’s residence because you want to talk about family concerns, the campus because you want a recruit to see its beauty and friendliness, or the other’s place of business because you want to talk about business insurance or investment.
當可能時，選擇最有利於有效溝通的地點。這個環境可能是你的地方，這樣你可以感到更放鬆和“掌控”，或者因為你已經設計了這個環境以促進有效溝通，或者你可以展示一個成功的職業或事業。這個環境也可能是中立的，例如餐廳或會議室，以避免地盤問題。或者可能是對方的住所，因為你想談論家庭問題，校園因為你希望一位新成員看到它的美麗和友好，或者對方的商業場所，因為你想談論商業保險或投資。

Surroundings周圍環境

help to create a productive climate.
幫助創造一個富有成效的氛圍。

Control noise to focus attention on the interaction.
控制噪音以專注於互動。

Objects and decorations can create an appropriate atmosphere and interview climate. Trophies, awards, degrees, and licenses attractively displayed communicate achievements, professional credibility, and stature in a field. Pictures, statues, and busts of organizational leaders or famous persons communicate organizational and personal history, success, recognition, endorsement, and contacts. Models or samples may display and advertise state-of-the-art products and services. Colors of walls, types of carpeting; wall hangings, wallpaper, and curtains can provide a warm, attractive atmosphere conducive to effective communication.
物品和裝飾可以創造適當的氛圍和面試氣候。獎盃、獎項、學位和執照的吸引人展示傳達了成就、專業可信度和在某一領域的地位。組織領導者或名人的照片、雕像和半身像傳達了組織和個人的歷史、成功、認可、支持和聯繫。模型或樣品可以展示和廣告最先進的產品和服務。牆壁的顏色、地毯的類型；牆面裝飾、壁紙和窗簾可以提供一個溫暖、吸引人的氛圍，有助於有效的溝通。

Noise in an interview is anything that interferes with the communication process, including background noise, doors opening and closing, music, others talking, objects being dropped, and traffic. The interview may be interrupted by a ringing telephone, arrival of a faxed letter, or an e-mail message. People coming in and out of the room, walking by an open door, or asking for assistance are common distractions. The authors
面試中的噪音是指任何干擾溝通過程的因素，包括背景噪音、門的開關、音樂、他人交談、物品掉落和交通聲。面試可能會被響鈴的電話、傳真信件的到達或電子郵件消息所打斷。進出房間的人、經過開放的門或尋求幫助的人都是常見的干擾因素。作者

Come to each來到每一個

interview ready to communicate.
面試準備好進行交流。

Maintain an保持一個

arm’s length of distance between parties.
雙方之間的合理距離。

Relationship affects territorial comfort zones.
關係影響領土舒適區。

Age, sex, and年齡、性別，和

culture influence territorial preferences.
文化影響領土偏好。

are surprised by the number of students who walk into their offices and interrupt conferences with students, almost as if their fellow students were invisible.
對於走進他們辦公室並打斷與學生會議的學生人數感到驚訝，彷彿他們的同學是隱形的一樣。

You generate a different kind of noise by coming to an interview fatigued, angry, overwhelmed with personal problems, or thinking about the next interview. You may be distracted by a headache, upset stomach, or cold. It is easy to look out a window at traffic, building construction, or scenery, or to concentrate on pictures, objects, furniture in the room, or the other party’s mannerisms.
你在面試時感到疲憊、生氣、被個人問題壓倒，或思考下一次面試，會產生不同類型的噪音。你可能會因為頭痛、胃不適或感冒而分心。很容易透過窗戶看交通、建築施工或風景，或專注於房間內的圖片、物品、家具，或對方的舉止。

Eliminate negative influences of noise by selecting locations free of background noise or taking simple precautions: close a door, window, or curtain; take the phone off the hook; turn off a cell phone, television, or CD player. Inform others you do not wish to be disturbed. Limit self-generated noise by coming to each interview physically and psychologically ready to concentrate. Chapter 5 offers suggestions for note taking that avoids distractions and maintains the flow of communication.
消除噪音的負面影響，選擇沒有背景噪音的地點或採取簡單的預防措施：關上門、窗或窗簾；將電話撥號器放下；關閉手機、電視或 CD 播放器。告知他人您不希望被打擾。通過在每次面試中身心準備好以集中注意力來限制自我產生的噪音。第五章提供了避免分心並保持溝通流暢的筆記建議。

Territoriality領土性

We stake out physical and psychological space and resent those who invade it with their possessions, eyes, voices, or bodies. Think of how you have reacted to common invasions of territory:
我們劃定身體和心理的空間，並對那些用他們的財物、目光、聲音或身體侵犯這些空間的人感到不滿。想想你對常見的領土侵犯的反應：

Other students walking into a professor’s office while you were interacting with the professor about a class problem.
其他學生在你與教授討論課堂問題時走進教授的辦公室。
Diners at another table listening to your conversation with a prospective employer.
另一桌的食客在聆聽你與潛在雇主的對話。
Colleagues talking loudly at the next workstation when you were attempting to give information to a client.
同事在你試圖向客戶提供信息時，在旁邊的工作站大聲交談。
Persons who seated themselves at the same table while you were talking about a personal problem with a mentor.
在你與導師談論個人問題時，坐在同一張桌子上的人。

Proximity of interview parties affects comfort level. We feel uncomfortable with persons who insist on talking nose-to-nose, and may react by backing up, placing furniture between us, or terminating the interview. Trenholm and Jensen write about “territorial markers” and use the term “personal space” to describe an “imaginary bubble” around us that we consider to be “almost as private as the body itself.”

^{23}

Others identify intimate distance (touching to 18 inches), personal distance (

1 \frac{1}{2}

to 4 feet), and social distance ( 4 to 12 feet).

^{24}

Two to four feet—approximately an arm’s length or on opposite sides of a table or desk-seems to be an optimum distance for most interviews. The next time you are in a library or airport, notice how people stake out their territory with coats, books, purses, and briefcases.
面試雙方的接近程度會影響舒適度。我們對於那些堅持面對面交談的人感到不自在，可能會通過後退、在我們之間放置家具或終止面試來做出反應。特倫霍姆和詹森寫到“領土標記”，並使用“個人空間”這個術語來描述圍繞我們的“想像泡泡”，我們認為這幾乎和身體一樣私密。其他人則將親密距離（接觸到 18 英寸）、個人距離（1 到 4 英尺）和社交距離（4 到 12 英尺）進行區分。兩到四英尺——大約是一臂的長度或在桌子或書桌的對面——似乎是大多數面試的最佳距離。下次當你在圖書館或機場時，注意人們如何用外套、書籍、手提包和公文包來劃定他們的領土。

Relationship, particularly status, situation, and feelings of parties toward one another, influences the size of the bubble with which we are comfortable. High-status people stand or sit closer to low-status people, while low-status people prefer greater distances when dealing with superiors. We maintain a greater distance with a stranger than with close associates, peers; and friends. Some people want to “get in your face” when angry, while others widen the space because their anger is translated into distancing themselves from us physically and socially.
關係，特別是地位、情況和雙方之間的感受，影響著我們感到舒適的泡沫大小。高地位的人與低地位的人站或坐得更近，而低地位的人在與上級打交道時則更喜歡保持距離。我們與陌生人的距離大於與親密的同事、同儕和朋友之間的距離。有些人在生氣時想要“靠近你”，而另一些人則因為他們的憤怒而選擇擴大距離，這種憤怒表現為在身體和社交上與我們保持距離。

The age, sex, and culture of the parties also determine space preferences. For instance, people of the same age stand or sit closer together than those of mixed ages,
當事人的年齡、性別和文化也會影響空間偏好。例如，同齡的人站或坐得比不同年齡的人更近。

A corner seating arrangement is preferred by many interviewers and interviewees.
許多面試官和面試者偏好角落座位安排。
particularly when the age difference is significant. All-male parties tend to arrange themselves farther apart than all-female or mixed-sex parties. North Americans prefer greater personal distances with other parties than do Middle Eastern and Latin American peoples. Many Arabs and Latin Americans see us as distant and cold, while we see them as intruding into our space. Northern Europeans tend to prefer greater personal distance than Southern Europeans.
特別是當年齡差距顯著時。全男性聚會往往會比全女性或混合性別聚會安排得更遠。北美人比中東和拉丁美洲人更喜歡與他人保持更大的個人距離。許多阿拉伯人和拉丁美洲人認為我們冷漠而疏遠，而我們則認為他們侵犯了我們的空間。北歐人往往比南歐人更喜歡保持更大的個人距離。

Seating Arrangement座位安排

Where we sit and on what we sit is often determined by status, sex, furnishings, cultural norms, relationship between parties, and personal preferences. For example, a superior and a subordinate may sit across a desk from one another, arrangement A in Figure 2.7, with one sitting in a large leather swivel chair while the other sits on a simple wooden or clothcovered straight chair. This provides appropriate distance in a formal setting in which one party desires to maintain a superior position. Two chairs at right angles near the corner of a desk or table, arrangement B, creates a less formal atmosphere and a greater feeling of equality between parties. Students and staff have remarked to the authors that they prefer this arrangement with college professors and department heads or supervisors.
我們坐的位置以及坐的物品通常由地位、性別、家具、文化規範、雙方關係和個人偏好決定。例如，一位上司和一位下屬可能坐在桌子對面，圖 2.7 中的安排 A，一方坐在一把大型皮革旋轉椅上，而另一方則坐在一把簡單的木椅或布面直椅上。這在一個正式的環境中提供了適當的距離，其中一方希望保持優越的地位。桌子或桌角附近的兩把直角椅子，安排 B，則創造了一種不那麼正式的氛圍，並增強了雙方之間的平等感。學生和教職員向作者表示，他們更喜歡這種與大學教授和系主任或主管的安排。
You may remove physical obstacles and reduce the superior-subordinate atmosphere
您可以消除物理障礙並減少上下級氛圍

Seating may座位可能

equalize control and enhance the interview climate. further by placing chairs at opposite sides of a small coffee table or by omitting the table altogether, arrangements C and D . A circular table, arrangement E , is growing in popularity, especially in counseling interviews or interviews involving more than two people, because it avoids a head-of-the-table position, allows participants to pass out materials, and provides a surface on which to write, review printed items, and place refreshments. The circular table or chairs around a small table works well for panel or group interviews. Arrangement F is most suitable when one or both parties consist of several persons.
平衡控制並改善面試氛圍。進一步通過將椅子放置在小咖啡桌的對面或完全省略桌子，安排 C 和 D。一個圓形桌子，安排 E，正在變得越來越受歡迎，特別是在輔導面試或涉及多於兩人的面試中，因為它避免了桌子首席位置，允許參與者分發材料，並提供一個可以書寫、檢閱印刷項目和放置點心的表面。圓形桌子或圍繞小桌子的椅子非常適合小組或小組面試。當一方或雙方由多個人組成時，安排 F 最為合適。

Outside Forces外部力量

Although our primary concerns are the two parties in a specific situation, we must be aware of possible outside forces that may influence one or both parties before, during, and after the interview. Figure 2.8 indicates that common outside forces are family, associates, friends, employers, government agencies, and professional associations.
雖然我們的主要關注點是特定情況下的兩個當事方，但我們必須意識到可能影響一方或雙方的外部力量，這些影響可能在面試之前、期間和之後出現。圖 2.8 顯示，常見的外部力量包括家庭、同事、朋友、雇主、政府機構和專業協會。

Figure 2.7 Seating arrangements
圖 2.7 座位安排

Many outside forces have input before the interview by providing guidelines for taking part in or conducting the interview. They may include topics to cover, structure to follow, questions to ask, answers to give, demands to make, or attitudes to assume. Some union contracts and corporate policies, for example, prescribe what questions can be asked and how they are to be phrased during employment interviews. No deviations or probing questions are permitted. In Chapters 7 and 8, we discuss how Equal Employment Opportunity (EEO) laws influence questions recruiters can ask and how applicants might respond in employment interviews.
許多外部力量在面試之前提供了參加或進行面試的指導方針。這些可能包括要涵蓋的主題、要遵循的結構、要提出的問題、要給出的答案、要提出的要求或要採取的態度。例如，一些工會合同和公司政策規定了在就業面試中可以提出哪些問題以及如何措辭。不允許有任何偏離或深入的問題。在第七章和第八章中，我們討論了平等就業機會（EEO）法律如何影響招聘者可以提出的問題以及應聘者在就業面試中可能的回答。

Outside forces impact the interview when parties try to follow advice and guidelines from organizations, supervisors, and peers. For example, organizational policies may place restraints on the opening of the interview, the parties, perceptions, level of
外部力量會影響面試，當各方試圖遵循來自組織、主管和同儕的建議和指導方針時。例如，組織政策可能會對面試的開場、各方的感知和程度施加限制。

Figure 2.8 Outside forces
圖 2.8 外部力量

interactions, degree of self-disclosure, nature of messages, feedback, and interviewing approach. Policies often prescribe how we structure and conduct surveys, recruiting, performance review, counseling, and health care interviews.
互動、自我揭露的程度、訊息的性質、反饋和面試方法。政策通常規定我們如何結構和進行調查、招募、績效評估、輔導和健康照護面試。

Both parties may be concerned about post-interview reactions of outside forces. How will we report what took place, particularly answers, topics covered, demands, and agreements? For instance, interviewers may take hard lines in a negotiation or ask pressure questions during selection interviews because that is what their organizations demand. Interviewees may respond as outside forces have suggested or according to how they want the interview reported afterward. We may need to report that we “drove a hard bargain” when purchasing a new car, told a boss “where to get off,” asked the questions we were told to ask, and demanded our money back. We may be cautious in interchanges because of possible lawsuits or grievances.
雙方可能會擔心外部力量對面試後反應的影響。我們將如何報告所發生的事情，特別是回答、涵蓋的主題、要求和協議？例如，面試官可能在談判中採取強硬立場，或在選擇面試中提出壓力問題，因為這是他們組織的要求。面試者可能會根據外部力量的建議或他們希望面試之後被報告的方式作出回應。我們可能需要報告我們在購買新車時「進行了艱難的談判」，告訴上司「該怎麼做」，提出我們被告知要問的問題，並要求退還我們的錢。我們在交流中可能會因為潛在的訴訟或不滿而保持謹慎。

Be aware of how outside forces may affect your roles in a variety of interviews.
注意外部力量如何影響你在各種面試中的角色。

What advice is wise to take?
什麼建議是明智的？
Which advice is appropriate for you, your position, and the situation?
哪種建議適合你、你的職位和當前情況？
What advice must you take?
你必須接受什麼建議？
How might your inclination to “satisfy the group” following an interview negatively affect the interview?
您在面試後“滿足團體”的傾向可能會如何對面試產生負面影響？

Be aware of outside forces impinging on the other party. This awareness will help to understand attitudes, responses, and behavior and avoid questions and topics that are off limits or demands that are impossible to grant. We often make demands and “let off steam” to organizational representatives on the telephone who have no authority to grant our wishes and who are not responsible for the problem. As bearers of bad news, they become the company’s scapegoats and our targets.
注意外部力量對另一方的影響。這種意識將有助於理解態度、反應和行為，並避免提出禁忌的問題和話題或無法滿足的要求。我們經常對沒有權限滿足我們願望且不負責任的組織代表在電話中提出要求並“發洩情緒”。作為壞消息的承載者，他們成為公司的替罪羊和我們的目標。

Summary摘要

In this chapter, we developed a summary model of the interpersonal communication process that contains the many interacting variables present in each interview: two parties, exchanging of roles, perceptions, levels of exchanges, verbal and nonverbal messages, feedback, listening, situation, and outside forces. Interviewing is a dynamic, complicated process between two complex parties operating with imperfect verbal and nonverbal symbols guided and controlled by perceptions and the situation. The ability to listen (for comprehension, empathy, evaluation, and resolution) and to employ silence strategically are often more important than what we have to say.
在本章中，我們發展了一個人際溝通過程的摘要模型，該模型包含每次訪談中存在的多個互動變數：雙方、角色的交換、感知、交流的層次、口頭和非口頭信息、反饋、傾聽、情境以及外部力量。訪談是一個動態且複雜的過程，涉及兩個複雜的當事方，這些當事方在不完美的口頭和非口頭符號下運作，並受到感知和情境的指導和控制。傾聽的能力（包括理解、同理心、評估和解決）以及戰略性地運用沉默，往往比我們所要表達的內容更為重要。

A thorough understanding of the process is a prerequisite for successful interviewing. Be aware that perceptions of self, the other party, how the other party sees us, and the situation are critical in determining how interviews progress and whether desired outcomes are achieved. Acknowledge and adapt to the influence of outside forces.
對過程的透徹理解是成功面試的前提。要意識到自我感知、對方的感知、對方如何看待我們以及情境在決定面試進展和是否達成期望結果方面至關重要。承認並適應外部力量的影響。

Interviewer and interviewee must be flexible and adaptable in choosing which approach to take (directive, nondirective, or a combination) not only because each party is unique and each situation is different, but because each party is molded and affected by demographics such as age, sex, race, and culture. In this chapter, we have tried to enhance your awareness of how demographics and culture affect self-esteem, disclosure, levels of communication, language, nonverbal communication, and territoriality. In the global village of the twenty-first century, we must be aware of how different people and different cultures communicate.
面試官和面試者在選擇採取何種方法（指導性、非指導性或兩者的結合）時必須靈活和適應，不僅因為每一方都是獨特的，每一種情況也各不相同，還因為每一方都受到年齡、性別、種族和文化等人口統計因素的塑造和影響。在本章中，我們試圖增強您對人口統計和文化如何影響自尊、披露、溝通水平、語言、非語言溝通和領土感的認識。在二十一世紀的全球村中，我們必須意識到不同的人和不同的文化是如何進行溝通的。

Key Terms and Concepts
關鍵術語與概念

The online learning center for this text features FLASHCARDS and CROSSWORD PUZZLES for studying based on these terms and concepts
這段文字的線上學習中心提供了基於這些術語和概念的閃卡和填字遊戲以供學習

Communication溝通	Control控制	deceptively complex詭譎地複雜
interactions互動	Culture文化	Dialogic listening對話式聆聽
Complement補充	Defensive climate防禦性氣候	Directive指令

Feedback反饋	Personal space個人空間	Self-fulfilling prophecy 自我實現的預言
Initiating啟動	Politeness theory禮貌理論	Sex性別
Interpersonal人際關係	Process過程	Silence沉默
Levels of interactions互動層級	Proximity接近性	Situation情況
Listening聆聽	Reinforce加強	Substitute替代品
Noise噪音	Relational distance關係距離	Supportive climate支持性氣候
Nondirective非指導性	Relational history關係歷史	Territorial markers領土標記
Nonverbal interactions非語言互動	Self-concept自我概念	Territoriality領土性
Observing觀察	Self-disclosure自我揭露	Verbal interactions口頭互動
Outside forces外部力量	Self-esteem自尊心
Perceptions感知	Self-identity自我認同

An Interview for Review and Analysis
訪談以進行審查和分析

This interview is designed to incorporate all of the principles and theories presented in this chapter and to provide you with an opportunity to analyze them and determine how they affect the interview and the relationship between the two parties.

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Begin by reading carefully the description of the two parties and the situation. Note the goal of this interview. Then, as you read carefully each interaction, think about the questions posed for review and analysis. Finally, what suggestions would you offer to the manager and Joe for handling such situations and for improving their interviewing skills?
這次訪談旨在整合本章中提出的所有原則和理論，並為您提供分析它們的機會，以確定它們如何影響訪談及雙方之間的關係。

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首先仔細閱讀兩方及情況的描述。注意這次訪談的目標。然後，在仔細閱讀每次互動時，思考提出的問題以進行回顧和分析。最後，您會給經理和喬提供什麼建議，以處理這類情況並改善他們的面試技巧？

Joe is a production supervisor with 20 years of experience and a good record. The plant manager is considering him for promotion and this interview is a first step in that process. It is exploratory rather than decision making. Company policy. stipulates that employees are not to be informed when being actively considered for promotion, so Joe is unaware that a promotion may be in the offing. Company policy does allow mentioning overall considerations related to the current workforce situation and to established company criteria for promotions. Two hours prior to the interview, Joe received a call from the manager’s secretary asking him to report to the manager. No reason is given. Joe enters the manager’s office at 4:30 p.m. (his shift ends at 5:00 p.m.) and is seated across the desk from the manager.
喬是一位擁有 20 年經驗且表現良好的生產主管。工廠經理正在考慮提拔他，而這次面試是該過程的第一步。這次面試是探索性的，而非決策性的。公司政策規定，員工在被積極考慮晉升時不得被告知，因此喬並不知道可能會有晉升的機會。公司政策允許提及與當前勞動力狀況及既定晉升標準相關的整體考量。在面試前兩小時，喬接到經理秘書的電話，要求他前往經理辦公室，並未給出任何理由。喬於下午 4:30 進入經理的辦公室（他的班次在下午 5:00 結束），並坐在經理的桌子對面。

What perceptions do Joe and the manager have of themselves, of one another, and of the situation? How would you assess the relationship between Joe and the manager? When, if ever, do the parties exchange roles of interviewer and interviewee? At which communication levels do most interactions occur? How do words influence the interview? How does nonverbal behavior affect the interview? Which listening approaches do Joe and the manager employ most often and with what effect? Which interviewing approach does the manager employ? How do situational variables influence this interview? What role, if any, do outside forces play in this interview?
喬和經理對自己、彼此以及情況有什麼看法？你如何評估喬和經理之間的關係？雙方在何時（如果有的話）會互換面試官和面試者的角色？大多數互動發生在哪些溝通層面？言語如何影響面試？非語言行為如何影響面試？喬和經理最常使用哪些聆聽方法，效果如何？經理採用哪種面試方法？情境變數如何影響這次面試？外部力量在這次面試中扮演了什麼角色（如果有的話）？

Manager: Joe, come in. (smiling) Have a seat. It’s been a while since we’ve had time for a chat.
經理：喬，進來吧。（微笑）坐下。自從我們有時間聊天以來已經有一段時間了。
Joe: (sitting facing the manager) Thank you, sir. (soft voice)
喬：（面對經理坐著）謝謝您，先生。（輕聲）
Manager: (serious facial expression and tone of voice) How are things moving along these days, Joe? Everything under control in your section?
經理：（嚴肅的面部表情和語氣）喬，最近進展如何？你那一部分一切都在掌控之中嗎？
Joe: Fine. No complaints. (fast speaking rate)
喬：很好。沒有抱怨。（快速的語速）
Manager: I’m glad to hear there are no complaints. (pause) You think you’re doing okay?
經理：我很高興聽到沒有投訴。（停頓）你覺得自己做得還不錯嗎？
Joe: As good as I know how, sir. (shifts weight in chair)
喬：我會盡我所能，先生。（在椅子上移動重心）
Manager: Good. (pause; looks Joe directly in the eyes) By the way, have you ever thought of uh, (pause) doing something else?
經理：很好。（停頓；直視喬的眼睛）對了，你有沒有想過，呃，（停頓）做些別的事情？
Joe: (pause; speaks slowly) Well (pause) uh, yes and no. I do like my job a lot. (rapidly)
喬：（停頓；慢慢地說）好吧（停頓）呃，是的，也不是。我非常喜歡我的工作。（快速地）
Manager: Hmmm, I see. You don’t want to change your job?
經理：嗯，我明白了。你不想換工作嗎？
Joe: Uh (pause) no. (pause) I don’t think so.
喬：呃（停頓）不。（停頓）我不這麼認為。
Manager: (looking closely at Joe; measuring his words) I see. Why do you want to stay on this job?
經理：（仔細看著喬；衡量他的話）我明白了。你為什麼想留在這份工作上？
Joe: Well, I know the work real well. And everybody seems to like me.
喬：嗯，我對這份工作非常了解。而且每個人似乎都喜歡我。
Manager: Seems to like you? (looks Joe directly in the eyes)
經理：似乎喜歡你？（直視喬的眼睛）
Joe: Oh (pause) there may be one or two people who don’t like me. But we manage to get along.
喬：哦（停頓）可能有一兩個人不喜歡我。但我們還是能相處得來。
Manager: Some people don’t like you, then? (sounds accusatory)
經理：那麼，有些人不喜歡你嗎？（聽起來像是在指責）
Joe: Well, I wouldn’t exactly say that. Occasionally someone gets sore because I won’t give him overtime.
喬：嗯，我不會完全這麼說。有時候會有人因為我不給他加班而感到不滿。
Manager: That’s the only reason?
經理：那是唯一的原因嗎？
Joe: Yes, sir! That’s the only thing of importance I can think of. (firm voice, direct eye contact)
喬：是的，先生！這是我能想到的唯一重要的事情。（堅定的語氣，直接的眼神接觸）
Manager: I see. (pause) Uh, Joe, did you ever think of (pause) bettering yourself?
經理：我明白了。（停頓）呃，喬，你有沒有想過（停頓）提升自己？
Joe: Everyone wants to do better.
喬：每個人都想做得更好。
Manager: What do you mean by that?
經理：你這是什麼意思？
Joe: Well, I mean, almost anyone can find ways to improve. (looks down)
喬：嗯，我是說，幾乎任何人都可以找到改善的方法。（低頭看）
Manager: You think, then, you could handle your job better?
經理：那麼，你認為你能更好地處理你的工作嗎？
Joe: Oh, there’s always room for improvement. Do you have anything specific in mind, sir?
喬：哦，總是有改進的空間。您有什麼具體的想法嗎，先生？
Manager: Joe, have you ever thought of bettering yourself on (pause) another job?
經理：喬，你有沒有想過提升自己去做（停頓）另一份工作？
Joe: I like this job and company very much, sir! I know this job well, and you and the company have been very good to me.
喬：我非常喜歡這份工作和公司，先生！我對這份工作非常了解，而您和公司對我也很好。
Manager: I don’t think you listened carefully to my question, Joe. Have you ever thought of bettering yourself on another job?
經理：我覺得你沒有仔細聽我問的問題，喬。你有沒有想過在其他工作上提升自己？
Joe: Well, everybody daydreams about how things might be at another company or even owning your own business. But I haven’t given it much serious thought, really.
喬：嗯，每個人都會幻想在另一家公司或甚至擁有自己的生意會是怎樣的。但我其實並沒有認真考慮過這個問題。
Manager: I take it, then, that you prefer definitely to stay on your present job.
經理：那我就理解為您確實更喜歡留在目前的工作上。
Joe: Yes, sir. (pause) Do you have something in mind for another job here, sir? (rapid speaking voice)
喬：是的，先生。（停頓）您對這裡的另一份工作有什麼想法嗎，先生？（快速的語氣）
Manager: Oh, don’t worry about that, Joe. I’m glad we had time for this little chat. We’ll have to get together again soon. Good luck. (shakes Joe’s hand firmly without meeting his eyes)
經理：哦，別擔心，喬。我很高興我們有時間進行這次小談話。我們很快要再聚一次。祝你好運。（堅定地握住喬的手，卻不與他對視）

Student Activities學生活動

Observe three face-to-face interactions (minimum length five minutes) between two men, between two women, and between a man and a woman. Look for similarities and differences in verbal and nonverbal communication. Which elements (sex, age, race, culture) do you believe influenced these interactions most?
觀察三次面對面的互動（最少五分鐘），分別是兩名男性之間、兩名女性之間，以及一名男性與一名女性之間的互動。尋找言語和非言語溝通中的相似性和差異性。您認為哪些元素（性別、年齡、種族、文化）對這些互動的影響最大？
Watch a televised news interview that lasts at least 10 minutes. Which communication level dominated the interview? How can you account for this? When was this level most dominant? What apparent effects did communication level have on the interview?
觀看一段至少持續 10 分鐘的電視新聞訪談。哪一種溝通層次主導了這次訪談？你如何解釋這一點？這一層次在何時最為主導？溝通層次對訪談產生了什麼明顯的影響？
Visit three offices in which interviews routinely take place, such as a professor’s office, a vice president’s office, and an attorney’s office. Which seem most comfortable and conducive to effective interviewing? What do the surroundings tell you about the people and the organization that created them? How would you recommend that they be changed for more effective interviewing?
造訪三個常進行面試的辦公室，例如教授的辦公室、副校長的辦公室和律師的辦公室。哪一個看起來最舒適且有助於有效的面試？周圍環境告訴你關於創造它們的人和組織的什麼？你會如何建議改變它們以便進行更有效的面試？
Watch a C-SPAN or Sunday morning news show and study the language each party uses: ambiguities, jargon, slang, euphemisms, naming, and power words. How and why were these used? What communication problems did they create? How were theses problems resolved, if at all?
觀看 C-SPAN 或星期天早晨的新聞節目，研究各方使用的語言：模糊性、行話、俚語、委婉語、命名和權力詞彙。這些是如何以及為什麼被使用的？它們造成了什麼溝通問題？這些問題是如何解決的，如果有的話？

Notes備註

Robert S. Goyer, W. Charles Redding, and John T. Rickey, Interviewing Principles and Techniques: A Project Text (Dubuque, IA: Wm. C. Brown, 1968), p. 23.
羅伯特·S·戈耶、W·查爾斯·雷丁和約翰·T·瑞基，《面試原則與技巧：一部專案文本》（杜比克，愛荷華州：Wm. C. Brown，1968 年），第 23 頁。
John Stewart, ed., Bridges Not Walls: A Book about Interpersonal Communication (New York: McGraw-Hill, 2002), p. 22.
約翰·斯圖爾特編，《橋樑而非牆壁：關於人際溝通的書》（紐約：麥格勞-希爾，2002 年），第 22 頁。
Stewart, p. 20.
Stewart, p. 33.
John Stewart and Carole Logan, Together: Communicating Interpersonally (New York: McGraw-Hill, 1998), p. 277.
約翰·斯圖爾特和卡羅爾·洛根，《一起：人際溝通》（紐約：麥格勞-希爾，1998 年），第 277 頁。
Sarah Trenholm and Arthur Jensen, Interpersonal Communication (Belmont, CA: Wadsworth, 1996), p. 44.
Sarah Trenholm 和 Arthur Jensen，《人際溝通》（加州貝爾蒙特：Wadsworth，1996），第 44 頁。
Stewart and Logan, p. 257.
Stewart 和 Logan，第 257 頁。
Diana K. Ivy and Phil Backlund, Exploring Gender Speak: Personal Effectiveness in Gender Communication (New York: McGraw-Hill, 1994), p. 219.
Diana K. Ivy 和 Phil Backlund，《探索性別語言：性別溝通中的個人效能》（紐約：麥格勞-希爾，1994 年），第 219 頁。
Stephen W. Littlejohn, Theories of Human Communication (Belmont, CA: Wadsworth, 1996), p. 262.
Stephen W. Littlejohn, 人類溝通理論 (加州貝爾蒙特: Wadsworth, 1996), 第 262 頁。
Laura K. Guerrero, Peter A. Andersen, and Walid A. Afifi, Close Encounters in Relationships (New York: McGraw-Hill, 2001), p. 46.
Laura K. Guerrero, Peter A. Andersen, 和 Walid A. Afifi, 《關係中的親密接觸》（紐約：麥格勞-希爾，2001），第 46 頁。
Michael Skube, “College Students Lack Familiarity with Language, Ideas,” Lafayette, IN, Journal & Courier, August 30, 2006, p. A5.
Michael Skube, “大學生對語言和思想缺乏熟悉感，”印第安納州拉法葉，《日報與快遞》，2006 年 8 月 30 日，第 A5 頁。
Sik Hung Ng and James J. Bradac, Power in Language: Verbal Communication and Social Influence (Newbury Park, CA: Sage, 1993), pp. 45-51.
Sik Hung Ng 和 James J. Bradac，《語言中的權力：言語交流與社會影響》（加州紐伯里公園：Sage，1993），第 45-51 頁。
Guerrero, Andersen, and Afifi, pp. 297-98; Ivy and Backlund, pp. 163-165.
Julia T. Wood," “Gendered Interaction: Masculine and Feminine Styles of Verbal Communication,” reprinted in Kathleen S. Verderber (ed.), Voices: A Selection of Multicultural Readings (Belmont, CA: Wadsworth, 1995), p. 24.
Julia T. Wood," “性別互動：男性與女性的言語溝通風格，”收錄於 Kathleen S. Verderber（編輯），《聲音：多元文化閱讀選集》（加州貝爾蒙特：Wadsworth，1995），第 24 頁。
William B. Gudykunst, Bridging Differences: Effective Intergroup Communication (Newbury Park, CA: Sage, 1991), pp. 42-59.
威廉·B·古迪昆斯特，《跨越差異：有效的群體間溝通》（加州紐伯里公園：賽奇，1991 年），第 42-59 頁。
Irving J. Lee, How to Talk with People (New York: Harper & Row, 1952), pp. 11-26.
Irving J. Lee, 如何與人交談 (紐約：哈珀與羅，1952)，第 11-26 頁。
Stewart, p. 129.斯圖亞特，第 129 頁。
Stewart, p. 128.
Guerrero, Andersen, and Afifi, pp. 289-300.
Sarah Trenholm and Arthur Jensen, Interpersonal Communication (Belmont, CA: Wadsworth, 2000), pp. 61 and 366-368; Donald W. Klopf, Intercultural Encounters (Englewood, CO: Morton, 1998), pp. 232-233.
莎拉·特倫霍姆和亞瑟·詹森，《人際溝通》（加州貝爾蒙特：沃茲沃斯，2000 年），第 61 頁和第 366-368 頁；唐納德·W·克洛普，《跨文化遭遇》（科羅拉多州恩格爾伍德：莫頓，1998 年），第 232-233 頁。
Stewart, p. 25.
Stewart, p. 220.
Sarah Trenholm and Arthur Jensen: Interpersonal Communication, 5th ed. (New York: Oxford, 2004), p. 57.
Sarah Trenholm 和 Arthur Jensen：《人際溝通》第五版（紐約：牛津大學出版社，2004 年），第 57 頁。
Stewart, pp. 84-85.
This interview is loosely based on pp. 24-25 in The Executive Interview by Benjamin Balinsky and Ruth Burger. Copyright 1959 by Benjamin Balinsky and Ruth Burger. It is reprinted by permission of HarperCollins.
這次訪談大致上基於本書第 24-25 頁，作者為本傑明·巴林斯基和露絲·伯傑。版權所有，1959 年由本傑明·巴林斯基和露絲·伯傑擁有。經哈珀柯林斯公司許可重印。

Resources資源

Gudykunst, William B., and Young Yun Kim. Communicating with Strangers: An Approach to Intercultural Communication. New York: McGraw-Hill, 2003.
古迪昆斯特，威廉·B·，和金永允。與陌生人溝通：跨文化溝通的方法。紐約：麥格勞-希爾，2003 年。
Lancaster, Lynne C., and David Stillman. When Generations Collide. New York: Harper Business, 2002.
Lancaster, Lynne C., 和 David Stillman. 當世代碰撞. 紐約: 哈珀商業, 2002.
Samovar, Larry A., and Richard E. Porter. Communication between Cultures. Belmont, CA: Wadsworth, 2001.
Samovar, Larry A., 和 Richard E. Porter. 文化之間的溝通. 加州貝爾蒙特: Wadsworth, 2001.
Stewart, John, ed. Bridges Not Walls: A Book about Interpersonal Communication. New York: McGraw-Hill, 2002.
斯圖亞特，約翰，編輯。《橋樑而非牆壁：一本關於人際溝通的書》。紐約：麥格勞-希爾，2002 年。
Trenholm, Sarah, and Arthur Jensen. Interpersonal Communication. New York: Oxford, 2004.
特倫霍姆，莎拉，與亞瑟·詹森。《人際溝通》。紐約：牛津，2004。

Wood, Julia T. But I Thought You Meant . . . Misunderstandings in Human Communication. Mountain View, CA: Mayfield, 1998.

chapter Questions and Their Uses
章節問題及其用途

Questions are tools for interviews.
問題是面試的工具。

A question is any action that solicits an answer.
問題是任何要求回答的行為。

Questions have three essential characteristics.
問題有三個基本特徵。

As you read this chapter on questions and their uses, you may wonder why it’s necessary to learn the names of so many different types of questions. After all, isn’t a question merely a question? The answer is yes, but only in the same way that a golf club is a golf club, a screwdriver is a screwdriver, a knife is a knife, and a paint brush is a paint brush. There are many unique types of golf clubs, screwdrivers, knives, and paint brushes, and knowing which to choose for a particular task (driving, chipping, or putting for instance) enables you to perform a specific task effectively and efficiently. Knowing their names makes it easier to select the proper tool for the task you are confronting.
當你閱讀這一章關於問題及其用途時，你可能會想知道為什麼有必要學習這麼多不同類型問題的名稱。畢竟，問題不就是問題嗎？答案是肯定的，但這僅僅是因為高爾夫球桿就是高爾夫球桿，螺絲刀就是螺絲刀，刀就是刀，畫筆就是畫筆。高爾夫球桿、螺絲刀、刀具和畫筆有許多獨特的類型，知道在特定任務（例如開球、切球或推桿）中選擇哪一種工具，可以使你有效且高效地完成特定任務。知道它們的名稱使你更容易選擇適合你所面對任務的正確工具。

When you are involved in interviews, the tools of the trade are questions, a question being any statement or nonverbal act that invites an answer or response. Jamie McKenzie, editor of the educational technology journal From Now On, writes that “Questions may be the most powerful technology we have ever created.” They “allow us to control our lives and allow us to make sense of a confusing world” because “they are tools that lead to insight and understanding.” Like all tools, questions have names, come in all shapes and sizes, have unique characteristics, perform specific functions, and enable you to perform interviewing tasks effectively and efficiently. This chapter focuses on types of questions, their uses, and common question pitfalls.
當你參與面試時，行業工具就是問題，問題是任何邀請回答或回應的陳述或非語言行為。教育科技期刊《從現在開始》的編輯傑米·麥肯齊寫道：“問題可能是我們所創造的最強大的技術。”它們“讓我們能夠控制自己的生活，並使我們能夠理解這個混亂的世界”，因為“它們是通向洞察和理解的工具。”像所有工具一樣，問題有名稱，形狀和大小各異，具有獨特的特徵，執行特定的功能，並使你能夠有效且高效地執行面試任務。本章將重點介紹問題的類型、用途以及常見的問題陷阱。

Although the types and subtypes of questions may seem endless, each question has three essential characteristics.

^{2}

The question is:
雖然問題的類型和子類型似乎無窮無盡，但每個問題都有三個基本特徵。

^{2}

問題是：

Open or closed開或關閉
Primary or probing主要或探測
Neutral or leading中立或引導

Open and Closed Questions
開放式問題與封閉式問題

Open and closed questions differ in the amount of information they invite respondents to provide and the degree of interviewer control. The amount of information may range from one word to hundreds of words.
開放式問題和封閉式問題在邀請受訪者提供的信息量和訪談者控制程度上有所不同。信息量可以從一個字到數百個字不等。

Open Questions未解問題

Open questions are expansive, often specifying only a topic, and allow the respondent considerable freedom in determining the amount and kind of information to provide.
開放性問題範圍廣泛，通常僅指定一個主題，並允許受訪者在決定提供多少和什麼類型的信息方面有相當大的自由。

Highly Open Questions高度開放性問題

Highly open questions have virtually no restrictions, such as:
高度開放的問題幾乎沒有任何限制，例如：
Tell me about your experiences in Iraq.
告訴我你在伊拉克的經歷。
What do you know about organic farming?
你對有機農業了解多少？
Tell me about your trip to Eastern:Europe.
告訴我你在東歐的旅行。

Moderately Open Questions
適度開放性問題

Moderately open questions have some restrictions but give respondents considerable latitude in their answers. The questions above might be narrowed, such as:
適度開放的問題有一些限制，但給受訪者在回答上相當大的自由度。上述問題可以進一步縮小，例如：

What was your housing like in Iraq?
你在伊拉克的住房是什麼樣的？
What do you know about raising tomatoes organically?
你對有機種植番茄知道多少？
Which sites did you visit in Poland?
你在波蘭參觀了哪些地方？
Public opinion pollsters often hand a statement, picture, advertisement, or product offer to a person and then ask:
民意調查員經常將一份聲明、圖片、廣告或產品優惠交給一個人，然後詢問：

What comes to mind when you look at this accident picture?
當你看到這張事故照片時，腦海中浮現的是什麼？
How does this offer compare to the one for the product you usually purchase?
這個報價與您通常購買的產品相比如何？
How would you react to this political ad that attacks an opponent?
你會如何對這則攻擊對手的政治廣告作出反應？

Interviewees can volunteer and elaborate.
受訪者可以自願並詳細說明。

Open Questions Have Advantages
開放性問題的優勢

Open questions encourage respondents to talk and determine the nature and amount of information to give. Lengthy answers reveal what respondents think is important and motivate them to volunteer impor-
開放式問題鼓勵受訪者發言，並決定提供的資訊的性質和數量。冗長的回答揭示了受訪者認為重要的內容，並激勵他們自願提供重要資訊。

Open questions let the respondent do the talking and allow the interviewer to listen and observe. tant information. Open questions communicate interest and trust in the respondent’s judgment, are usually easier to answer, and pose less threat. Longer answers reveal a respondent’s level of knowledge, uncertainty, intensity of feelings, perceptions, and prejudices.
開放式問題讓受訪者主動發言，並使面試官能夠傾聽和觀察。開放式問題表達了對受訪者判斷的興趣和信任，通常更容易回答，並且威脅性較小。較長的回答揭示了受訪者的知識水平、不確定性、情感強度、感知和偏見。

Open Questions Have Disadvantages
開放性問題有缺點
A single answer may consume a significant portion of interview time because the respondent determines the length and nature of each answer. On the one hand, respondents may give unimportant or irrelevant information, and on
單一答案可能會消耗面試時間的相當一部分，因為受訪者決定每個答案的長度和性質。一方面，受訪者可能會提供不重要或不相關的信息，而另一方面

Interviewees can pick and choose, reveal and hide.
受訪者可以自由選擇、揭示或隱藏。

Restricted限制

questions lead to restricted answers.
問題導致受限的回答。

the other may withhold important information they feel is irrelevant or too obvious, sensitive, or dangerous. Keep respondents on track and maintain control by tactfully intervening to move on. Lengthy, rambling answers are difficult to record and process.
另一方可能會隱瞞他們認為不相關或過於明顯、敏感或危險的重要信息。通過巧妙地介入以推進話題，保持受訪者的焦點並維持控制。冗長且漫無邊際的回答難以記錄和處理。

Closed Questions封閉式問題

Closed questions are narrow in focus and restrict the interviewee’s freedom to determine the amount and kind of information to provide.
封閉式問題的焦點狹窄，限制了受訪者決定提供多少和何種資訊的自由。

Moderately Closed Questions
適度封閉式問題

Moderately closed questions ask for specific, limited pieces of information, such as:
適度封閉式問題要求提供具體、有限的信息，例如：
What are your favorite television shows?
你最喜歡的電視節目是什麼？
Which local restaurants do you go to most often?
你最常去哪些當地餐廳？
What was your first reaction when you heard the news about

9 / 11

?
當你聽到有關

9 / 11

的消息時，你的第一反應是什麼？
Moderately closed questions often appear in recruiting interviews in which applicants are asked to identify specific skills or background information and in medical interviews in which patients are asked for critical information, such as:
適度封閉式問題通常出現在招聘面試中，應徵者被要求識別特定技能或背景信息，以及在醫療面試中，患者被要求提供關鍵信息，例如：

In which computer software programs are you most proficient?
您最擅長哪些電腦軟體程式？
Which writing courses do you feel have prepared you best for a career in advertising and marketing?
您認為哪些寫作課程最能為您在廣告和行銷領域的職業生涯做好準備？
Which prescriptions are you taking at present?
您目前正在服用哪些處方藥？
What did you have for dinner last evening?
你昨晚晚餐吃了什麼？

Highly Closed Questions高度封閉式問題

Highly closed questions may ask interviewees to pick an answer.
高度封閉的問題可能要求受訪者選擇一個答案。

Highly closed questions are very restrictive and may ask respondents to identify a single bit of information, such as:
高度封閉的問題非常限制，可能要求受訪者識別單一的信息，例如：

When did you switch majors from technology to engineering?
你什麼時候從科技轉換到工程專業的？
How much are you asking for this used laptop?
這台二手筆記型電腦你要多少錢？
How many hours did it take to fly to New Zealand?
飛往紐西蘭需要多少小時？
Other highly closed questions ask respondents to select answers from a list, such as:
其他高度封閉的問題要求受訪者從列表中選擇答案，例如：
Which of these morning network news programs do you watch most often?
你最常觀看這些早晨新聞節目中的哪一個？

Good Morning America on ABC

美國早安在 ABC
___ The Early Show on CBS
___ CBS 的早安秀
____Today Show on NBC
____今日秀在 NBC 播出
___ American Morning on CNN
___ 美國早晨在 CNN
__ Morning News on Fox
早安新聞在福克斯

Other highly closed questions may provide a list and a scale to choose from, such as:
其他高度封閉的問題可能會提供一個選擇列表和一個評分標準，例如：
Your job has taken you to most of the major cities in Europe during the last five years. Listed on this card are major cities in Europe. Please rank them in order of preference with 1 being your most favorite, 2 being your next favorite, and so on:
在過去五年中，您的工作使您來到了歐洲的大多數主要城市。這張卡片上列出了歐洲的主要城市。請按喜好順序對它們進行排名，1 為您最喜愛的城市，2 為您次喜愛的城市，以此類推：

London倫敦	1	2	3	4	5
Berlin柏林	1	2	3	4	5
Madrid馬德里	1	2	3	4	5
Paris巴黎	1	2	3	4	5
Warsaw華沙	1	2	3	4	5

Bipolar Questions雙極問題

Closed questions may be bipolar because they limit respondents to two polar choices. Some ask you to select an answer from polar opposites. For example:
封閉式問題可能是雙極的，因為它們限制受訪者只能選擇兩個極端選項。有些問題要求你從對立的選項中選擇一個答案。例如：

Did you go to the morning or afternoon session?
你是參加了早上的會議還是下午的會議？
Are you a Republican or a Democrat?
你是共和黨人還是民主黨人？
Are you a part-time or a full-time student?
你是兼職學生還是全職學生？
Other bipolar questions ask for an evaluation or attitude. For example:
其他雙極問題要求進行評估或態度表達。例如：
Do you like or dislike the proposed

9 / 11

memorial?
你喜歡還是不喜歡提議的

9 / 11

紀念碑？
Do you agree or disagree with the president’s position on Iraq?
你是否同意或不同意總統對伊拉克的立場？
Are you for or against the restaurant tax to fund the new stadium?
你是支持還是反對餐廳稅來資助新體育場？

A yes or no
是或不是

question is likely to generate a yes or no
問題很可能會產生一個是或否的回答

Closed ques-封閉式問題

tions provide control and direction.
提供控制和指導。

Closed ques-
tions stifle volunteering.
封閉式問題抑制志願服務。

answer. Have you heard about the new health care proposal?
答案。你聽說過新的醫療保健提案嗎？

Closed Questions Have Advantages
封閉式問題的優勢

Closed questions permit interviewers to control the length of answers and guide respondents to specific information needed. Closed questions require little effort from either party and allow you to ask more questions, in more areas, in less time. And answers are easy to replicate, tabulate; and analyze from one interview to another. This is why surveys employ closed questions.
封閉式問題允許訪談者控制回答的長度，並引導受訪者提供所需的特定信息。封閉式問題對雙方的努力要求較少，並使您能夠在更短的時間內提出更多問題，涵蓋更多領域。而且，從一次訪談到另一個訪談，答案易於複製、統計和分析。這就是為什麼調查使用封閉式問題的原因。

Closed Questions Have Disadvantages
封閉式問題的缺點

The most common bipolar questions ask for yes or no responses. For example:
最常見的雙極問題要求回答是或否。例如：
Are you going to vote tomorrow?
你明天要投票嗎？
Do you live on campus?
你住在校園內嗎？

Answers to closed questions often contain too little information, requiring you to ask several questions when one open question would do the job. And they do not reveal why a person has a particular attitude, the person’s degree of feeling or commitment, or why this person typically makes choices. For instance, an interviewee may not know
封閉式問題的答案通常包含的信息過少，這需要你提出幾個問題，而一個開放式問題就足夠了。而且它們並未揭示一個人為何持有特定態度、該人的感受或承諾程度，或為何這個人通常會做出某些選擇。例如，受訪者可能不知道

Figure 3.1 Question options
圖 3.1 問題選項

which products are American-made and which are foreign-made, or a person may purchase approximately the same amount of each. Interviewers talk more than interviewees when asking closed questions, so less information is exchanged. Interviewees have no opportunity to volunteer or explain information and can rate, rank, select an answer, or say yes or no without knowing anything about a topic.
哪些產品是美國製造的，哪些是外國製造的，或者一個人可能會購買大約相同數量的每一種。當面試官在詢問封閉式問題時，面試官的發言時間通常比面試者多，因此交換的信息較少。面試者沒有機會自願提供或解釋信息，只能在不瞭解主題的情況下進行評分、排名、選擇答案或回答是或否。

Figure 3.1 illustrates the major advantages and disadvantages of open and closed questions. As you narrow a question, the amount of data decreases. As the amount of data decreases, your control increases, less time and skill are required, and the degree of precision, reliability, and reproducibility increases. On the other hand, as you open up a question, the amount of data increases and interviewees reveal knowledge level, understanding, reasons for feeling or acting, attitudes, and hidden motives.
圖 3.1 說明了開放式問題和封閉式問題的主要優缺點。當你縮小問題範圍時，數據量會減少。隨著數據量的減少，你的控制力增加，所需的時間和技能減少，精確度、可靠性和可重複性提高。另一方面，當你擴大問題範圍時，數據量會增加，受訪者會揭示知識水平、理解、感受或行動的原因、態度和隱藏的動機。

Combinations often lead to the best results.
組合通常會帶來最佳結果。

Many interviews include open and closed questions with varying degrees of constraint to get the information desired. For instance, an interviewer might follow up a bipolar question such as “Are you familiar with the new PowerPoint program?” with an open-ended question such as “What do you know about the new PowerPoint program?” An open question such as “Tell me about yourself,” may be followed up with more closed questions such as, “When did you graduate from Nebraska?” “Tell me about your mission trip to Appalachia,” and “Why did you decide to work for the Red Cross when you graduated?”
許多訪談包括開放式和封閉式問題，具有不同程度的約束，以獲取所需的信息。例如，訪問者可能會在一個雙極問題之後，例如“你熟悉新的 PowerPoint 程序嗎？”接著提出一個開放式問題，例如“你對新的 PowerPoint 程序了解多少？”一個開放式問題，例如“告訴我關於你自己的事”，可能會隨後跟隨更多的封閉式問題，例如“你何時從內布拉斯加州畢業？”“告訴我關於你去阿巴拉契亞的宣教之旅，”以及“你為什麼在畢業後決定為紅十字會工作？”

Primary and Probing Questions
主要和探究問題

Primary questions introduce topics or new areas within a topic and can stand alone even when taken out of context.
主要問題引入主題或主題內的新領域，即使在脫離上下文的情況下也能獨立存在。

How did you become interested in owning a dude ranch?
你是怎麼對擁有一個牛仔牧場產生興趣的？
Tell me about your internship with the CDC.
告訴我你在疾病控制與預防中心的實習經歷。
What training did you have before you purchased a motorcycle?
在購買摩托車之前，你接受了什麼訓練？

Primary questions make sense out of context.
主要問題在脈絡中是沒有意義的。

Probing questions make sense only in context.
探究性問題只有在特定情境中才有意義。

All examples of open and closed questions presented earlier are primary questions.
之前提出的所有開放式和封閉式問題都是主要問題。
Probing questions attempt to discover additional information following a primary question, so they are often called probing or follow-up, questions. They make no sense if asked without connection to a previous question. Imagine someone beginning an interview or topic by asking “What’s your best estimate?”. or “Tell me more about that” when you have not yet replied to a question.
探究性問題試圖在主要問題之後發現額外的信息，因此它們通常被稱為探究性或後續問題。如果沒有與先前問題的連接，這些問題就沒有意義。想像一下，有人開始一個訪談或話題時問：“你最好的估計是什麼？”或“告訴我更多關於這個的事”而你尚未對問題作出回應。

Probing questions may be open or closed. They enable you to dig deeper into areas and discover what an interview party may be implying or avoiding in answers. They are essential when a respondent does not reply to a question or appears to be giving incomplete, superficial, vague, suggestible, irreleyant, or inaccurate answers.
探究性問題可以是開放式或封閉式的。它們使您能夠深入挖掘某些領域，並發現受訪者在回答中可能暗示或迴避的內容。當受訪者未能回答問題或似乎給出了不完整、表面、模糊、暗示性、無關或不準確的答案時，這些問題是必不可少的。

Types of Probing Questions
探究問題的類型

Silent Probes靜默探針

Use a silent probe when an answer is incomplete or the respondent seems hesitant to continue. Remain silent for a few moments and use appropriate nonverbal signals such
當答案不完整或受訪者似乎猶豫不決時，使用靜默探針。保持靜默幾秒鐘，並使用適當的非語言信號，例如
Be patient and be quiet. as eye contact, a head nod, sitting back in a chair, or a gesture to encourage the person to continue. Silence shows interest in what is being said and respect for the answer and
耐心並保持安靜。透過眼神接觸、點頭、坐在椅子上或用手勢鼓勵對方繼續。沉默表現出對所說內容的興趣和對回答的尊重。
the respondent. A person may become less defensive if you communicate disbelief, uncertainty, or confusion through a tactful, silent probe rather than words. An exchange might go like this:
受訪者。如果你通過巧妙的沉默探查而非言語來傳達不信、懷疑或困惑，則一個人可能會變得不那麼防備。交流可能會這樣進行：

Interviewer: Why did you join the Air Force?
面試官：你為什麼加入空軍？
Interviewee: I like their uniforms best. (smiling)
受訪者：我最喜歡他們的制服。（微笑）
Interviewer: (silence and smiling)
面試官：（沉默並微笑）
Interviewer: Actually, I have always been fascinated by airplanes and wanted to work with their armament.
訪談者：其實，我一直對飛機充滿著迷，並希望能從事與其武裝相關的工作。

Nudging Probes

A nudge replaces silence with a word or phrase.
一個輕推用一個詞或短語取代了沉默。

Ask rather than assume.
詢問而非假設。

Use a nudging probe if a silent probe fails or words seem necessary to get at what is needed. This question literally nudges the interviewee to reply or to continue with an answer. The nudging probe is usually simple and brief, such as the following:
如果靜默探針失敗或需要言語來獲得所需的資訊，請使用推動性探針。這個問題字面上推動受訪者回應或繼續回答。推動性探針通常簡單且簡短，例如以下內容：

I see.我明白了。	And?而且？
Go on.繼續。	So?所以呢？
Yes?是嗎？	Uh-huh?嗯？

A common mistake is the assumption that all questions must be multiple-word sentences. Instead of urging the respondent to continue through a simple verbal nudge, you may ask a lengthy probing question that stifles the interchange or a primary question that may open up a new area or topic, the opposite of what is needed. Valuable information may remain undetected.
一個常見的錯誤是假設所有問題必須是多字句。與其通過簡單的口頭提示促使受訪者繼續，不如提出一個冗長的探詢問題，這會抑制交流，或者提出一個可能開啟新領域或主題的主要問題，這正是所需的相反。寶貴的信息可能會被忽視。

Clearinghouse Probes清算所探針

A clearinghouse probe is an essential tool for discovering whether a series of questions has uncovered everything of importance on a topic or issue. Clearinghouse questions encourage respondents to volunteer information you might not think to ask about and to fill in gaps your questions have missed. This probing tool literally clears out an area or topic, such as the following:
清理中心探針是發現一系列問題是否揭示了某個主題或議題上所有重要內容的基本工具。清理中心問題鼓勵受訪者自願提供您可能未考慮詢問的信息，並填補您的問題所遺漏的空白。這種探針工具實際上清理了一個區域或主題，例如以下內容：

What else can you tell me about your interviewing experiences?
你還能告訴我關於你的面試經驗的其他事情嗎？
What have I not asked about graduate school that would be important for me to know?
我還沒有問關於研究生院的哪些問題是我需要知道的重要事項？
Before moving on to the budget, is there anything else I need to know about staffing issues?
在進入預算之前，還有什麼我需要知道的有關人員配置的問題嗎？

A good clearinghouse probe enables you to proceed to the next topic or series of questions, confident that you have gotten all important information. No one can anticipate or plan for all information a party might be willing to reveal. What is not asked may be more important than what is asked.
一個良好的清理探針使您能夠自信地進入下一個主題或問題系列，確信您已獲得所有重要信息。沒有人能預見或計劃一方可能願意透露的所有信息。未被詢問的內容可能比被詢問的內容更為重要。

Informational Probes資訊探針

Pry open
vague, super-
ficial, and
suggestive answers.
撬開模糊、表面和暗示性的答案。

Informational probing questions are important to get additional information or explanations. For example, if an answer appears to be superficial, begin a probing or followup question with phrases such as:
資訊性探詢問題對於獲取額外的信息或解釋非常重要。例如，如果答案看起來很表面，可以用以下短語開始探詢或後續問題：
What are the implications you’re referring to?
你所提到的含義是什麼？
Tell me more about that incident.
告訴我更多關於那個事件的事。
What exactly did she say?
她到底說了什麼？
An answer may be vague or ambiguous, perhaps inviting a number of interpretations. Ask an informational probe such as:
答案可能模糊或含糊，或許會引發多種解釋。請提出一個資訊性探詢，例如：

When you say the crowd was “very large,” what might that be in numbers?
當你說人群是「非常龐大」時，那可能是什麼數字呢？
What do you mean your report will be a “little late”?
你所說的報告會“稍微晚一些”是什麼意思？
How are you defining “marriage”?
你如何定義「婚姻」？

An answer may suggest a feeling or attitude in addition to factual material, so ask an informational probe such as:
答案可能除了事實材料外，還會暗示一種感覺或態度，因此可以提出資訊性探詢，例如：

You appear to be angry about the changes I’ve made in your schedule.
你似乎對我對你日程所做的變更感到生氣。
Do I detect some fear about riding horses at the dude ranch?
我是否察覺到你對在牛仔牧場騎馬有些害怕？
How strongly do you feel about your reserve outfit being called up the third time for duty in the Middle East?
你對於你的後備服裝第三次被召喚到中東執勤有多強烈的感受？

Restatement Probes重述探針

Restate or重述或

rephrase to get complete answers.
重新表述以獲得完整的答案。

Respondents often do not answer the question that is asked or answer only a portion of the question. Rather than create a new probing question, restate all or part of the original question, perhaps using vocal emphasis to draw attention to the original concern. Rephrasing an original question is a tactful way to avoid embarrassing an interviewee. The following is a restatement probe:
受訪者經常不回答所提的問題，或僅回答問題的一部分。與其提出新的追問，不如重述原始問題的全部或部分內容，或許可以使用語音強調來引起對原始關注的注意。重新表述原始問題是一種巧妙的方式，以避免使受訪者感到尷尬。以下是重述追問：

Interviewer: How do you feel about the toll road being leased for a long time to an international investment group?
面試官：您對於這條收費公路被長期租賃給一個國際投資集團有什麼感覺？
Interviewee: I’m more concerned about the new I-69 route.
受訪者：我對新的 I-69 路線更感興趣。
Interviewer: That is another contentious issue, but how do you feel about the leasing of the toll road?
訪談者：那是另一個有爭議的問題，但你對收費公路的租賃有何看法？

If a person seems hesitant to answer a question or answers only part of it, the question may be unclear or seem to demand what is not easy to provide. Restate the question in a clearer, easier to answer fashion. For example:
如果一個人似乎對回答問題感到猶豫或只回答了部分問題，這可能是因為問題不夠清晰或似乎要求提供不易回答的內容。以更清晰、更容易回答的方式重新表述問題。例如：

Interviewer: What is your philosophy of recruiting?
面試官：您對招聘的哲學是什麼？
Interviewee: My philosophy of recruiting?
面試者：我對招聘的哲學？
Interviewer: Yes, what do you believe are the fundamentals of recruiting?
面試官：是的，您認為招聘的基本要素是什麼？
If you ask a question with more than one part, a respondent may answer only one part. Restate the portion or portions left unanswered. For instance:
如果您提出一個包含多個部分的問題，回答者可能只會回答其中一部分。請重述未回答的部分。舉例來說：

Interviewer: Tell me about your class reunion and your reactions?
面試官：告訴我關於你的同學會和你的反應？
Interviewee: I had more fun than I thought I would and reconnected with some old friends. We had a good time.
受訪者：我比預期更享受這次經歷，並重新聯繫了一些老朋友。我們度過了一段美好的時光。
Interviewer: Tell me about the reunion.
訪談者：告訴我關於重聚的事。

Reflective Probes反思探針

Reflective ques-反思問題

tions verify and clarify.

A reflective probe reflects the answer just received to verify or to clarify it so you know you have interpreted it as the respondent intended. Make it obvious that the purpose is seeking verification and clarification, not attempting to lead or trap the interviewee into giving desired answers or to question her honesty or intelligence. Be tactful verbally and nonverbally. If an answer seems inaccurate (wrong date or
反思性探針會反映剛收到的答案，以驗證或澄清，使您知道您是否按照受訪者的意圖進行了解釋。明確表明目的在於尋求驗證和澄清，而不是試圖引導或誘使受訪者給出期望的答案，或質疑她的誠實或智力。要在言語和非言語上都保持得體。如果答案似乎不準確（錯誤的日期或
figure, inaccurate quotation, mix-up in words), ask a reflective probing question such as the following:
圖表、不準確的引用、詞語混淆），提出一個反思性的探究問題，例如以下問題：

The time was 12 p.m.?
時間是中午 12 點嗎？
That’s the area code?
那是區域代碼嗎？
By late last century, you mean the twentieth century?
你指的是上世紀末，即二十世紀嗎？
If unsure about what a respondent has said or implied, ask a reflective question to resolve uncertainty, such as the following:
如果不確定受訪者所說或暗示的內容，可以提出反思性問題以解決不確定性，例如以下問題：
Are you saying constitutional rights are expendable in the war on terrorism?
你是在說憲法權利在反恐戰爭中是可以犧牲的嗎？
You’re still thinking, then, about going to graduate school next fall?
你還在考慮明年秋天去研究所嗎？
Do I understand you to say you believe there are ghosts in O’Fallon Hall?
我是否理解你的意思是你相信在奧法倫大廳有鬼魂？
A reflective probe differs from a restatement probe in that the first seeks to clarify or verify an answer while the second seeks to obtain more information asked for in an initial question.
反思性探針與重述性探針的不同在於，前者旨在澄清或驗證答案，而後者則旨在獲取初始問題中要求的更多信息。

Mirror Probes鏡子探針

Mirror ques-
tions summarize to ensure accuracy.
確保準確性的摘要。

The mirror question ensures that you have understood a series of answers or have retained information accurately. The mirror question is closely related to the reflective question, but the mirror question, rather than reflecting an answer just received, summarizes a series of answers or interchanges to ensure accurate understanding and retention.
鏡像問題確保您已理解一系列答案或準確保留信息。鏡像問題與反思問題密切相關，但鏡像問題不是反映剛收到的答案，而是總結一系列答案或交流，以確保準確理解和保留。
It may mirror or summarize a large portion or an entire interview. For example, a person may ask a mirror question to be certain of instructions, such as the following:
它可能反映或總結大部分或整個訪談。例如，一個人可能會提出一個鏡像問題以確保指示的正確性，例如以下問題：

Let me check these directions to make sure I have them straight. We take I-95 out of Philadelphia to the Garden State Parkway in New Jersey. This will take us to I-87 in New York, and we take this north through Albany to New York 9N. We follow 9N through the village of Lake George and follow along the Lake George shoreline about 10 to 12 miles until we see the sign for the Northwoods Lodge. We turn right and the lodge is 300 yards down the lane.
讓我檢查這些方向，以確保我理解正確。我們從費城出發，走 I-95 到新澤西的花園州公路。這將帶我們到紐約的 I-87，我們沿著這條路向北經過奧爾巴尼，直到紐約 9N。我們沿著 9N 經過湖喬治村，沿著湖喬治的海岸線行駛約 10 到 12 英里，直到看到北林小屋的標誌。我們右轉，小屋在小路下方 300 碼處。

An applicant might use a mirror question to be certain of the elements of an employment offer, such as:
申請者可能會使用鏡像問題來確定工作邀約的要素，例如：

This position, then, is a project engineer with your Dallas division. I would begin on June 1st and spend the first month in the division office getting acquainted with the area, the status of projects under construction, the project managers, and company policies and procedures. My starting salary would be

$ 45, 000

with an automatic 3 percent increase after the first year.
這個職位是一名與您達拉斯部門合作的專案工程師。我將於六月一日開始，並在第一個月內在部門辦公室熟悉該地區、正在建設的專案狀況、專案經理以及公司的政策和程序。我的起薪將為

$ 45, 000

，並在第一年後自動增加 3%。

If asked properly, reflective and mirror questions can help you avoid errors caused by faulty assumptions, poor memory, or misinterpretations.
如果提問得當，反思性和鏡像問題可以幫助你避免因錯誤假設、記憶不佳或誤解而造成的錯誤。

Skillful Interviewing with Probing Questions
熟練的面試技巧與探詢問題

The use of probing, questions separates skilled from unskilled interviewers and interviewees. The unskilled person sticks with a prepared list of questions, thinks ahead to
使用探詢和問題的技巧將熟練的面試官和面試者與不熟練者區分開來。不熟練的人會堅持使用準備好的問題清單，提前思考

Skillful prob-熟練的概率

ing leads to insightful answers.
引導出深刻的答案。

the next question, anticipates questions prematurely, or is impatient. The skilled person listens carefully to each response to determine if the answer is satisfactory. If it is not, the questioner determines the probable cause within seconds and phrases an appropriate probing question. Skillful probing not only discovers more relevant, accurate, and complete information but may heighten the other party’s motivation because the questioner is obviously interested and listening.
下一個問題，過早地預期問題，或是顯得不耐煩。熟練的人仔細聆聽每個回答，以判斷答案是否令人滿意。如果不滿意，提問者會在幾秒鐘內確定可能的原因，並提出適當的深入問題。熟練的深入提問不僅能發現更相關、準確和完整的信息，還可能提高對方的動機，因為提問者顯然對此感興趣並在傾聽。

Probing questions may cause problems, however. Sometimes when a person does not respond immediately, we jump in with a probing question when none is needed. Phrase probing questions carefully and be aware of vocal emphasis. Stanley Payne
探究性問題可能會引起問題。然而，有時當一個人沒有立即回應時，我們會在不需要的情況下插入一個探究性問題。謹慎地措辭探究性問題，並注意語音強調。斯坦利·佩恩
illustrates how the meaning of a simple “Why” question can be altered by stressing different words.

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說明了簡單的「為什麼」問題的意義如何因為強調不同的詞而改變。

Why do you say that?
你為什麼這麼說？
Why do you say that?
你為什麼這麼說？
Why do you say that?
你為什麼這麼說？
Why do you say that?
你為什麼這麼說？
Why do you say that?
你為什麼這麼說？
The “simple” why question may unintentionally communicate disapproval, disbelief, mistrust, or make the other party defensive and more reluctant to answer fully. A poorly phrased probing question may alter the meaning of the primary question or bias the reply. Be tactful and not demanding. When using reflective or mirror questions, try not to misquote or put words into the person’s mouth.
「簡單的」為什麼問題可能無意中傳達不贊同、不相信、不信任，或使對方感到防禦，更不願意完全回答。措辭不當的探詢問題可能會改變主要問題的意義或影響回覆的偏向。要有技巧，而不是要求。在使用反思或鏡像問題時，盡量不要曲解或強加對方的話語。

Quiz #1—Supply the Probing Question
測驗 #1—提供探究問題

Supply an appropriate probing question for each of the following interactions. Be sure the question probes into the answer and is not a primary question introducing a new facet of the topic. Watch assumptions about answers, and phrase probing questions tactfully.
為以下每個互動提供一個適當的探究問題。確保問題深入回答，而不是引入主題新面向的主要問題。注意對答案的假設，並以得體的方式表達探究問題。

Interviewer: Define team work for me.
面試官：為我定義團隊合作。

Interviewee: (no response)
受訪者：（無回應）
Interviewer:面試官：
2. Interviewer: Are you going to get season basketball tickets this year?
2. 面試官：你今年會購買賽季籃球票嗎？

Interviewee: It depends.受訪者：這要看情況。
Interviewer:面試官：
3. Interviewer: What did you think of my sermon?
3. 訪談者：你對我的講道有什麼看法？

Interviewee: It was good.
受訪者：很好。
Interviewer:面試官：
4. Interviewer: Tell me about your hometown.
4. 面試官：告訴我關於你的家鄉。

Interviewee: It was pretty small.
受訪者：它相當小。
Interviewer:面試官：
5. Interviewer: How do you feel about politicians?
5. 訪談者：你對政治人物有什麼看法？

Interviewee: Don’t ask.受訪者：別問。
Interviewer:面試官：
6. Interviewer: In your opinion, who was the greatest NFL player of the past fifty years? Interviewee: Michael Jordan. Interviewer:
6. 訪問者：在您看來，過去五十年中誰是最偉大的 NFL 球員？受訪者：邁克爾·喬丹。訪問者：
7. Interviewer: Are you thinking of going to Florida over spring break? Interviewee: I’m still paying off my car loan. Interviewer:
7. 面試官：你在考慮春假去佛羅里達嗎？面試者：我還在還我的汽車貸款。面試官：
8. Interviewer: Are you planning to live off campus next year?
8. 面試官：你明年打算住在校外嗎？

Interviewee: I don’t know.
受訪者：我不知道。
Interviewer:面試官：
9. Interviewer: How was your trip to Colorado?
9. 面試官：你在科羅拉多的旅行怎麼樣？

Interviewee: It was fabulous and then some.
受訪者：這真是太棒了，還不止於此。
Interviewer:面試官：
10. Interviewer: Why did you decide to study civil engineering?
10. 面試官：你為什麼決定學習土木工程？

Interviewee: I’d like to work outdoors.
受訪者：我想在戶外工作。
Interviewer:面試官：

Neutral and Leading Questions
中立性問題與引導性問題

Neutral questions allow respondents to decide upon answers without overt direction or pressure from questioners. For example, in open, neutral questions, the interviewee determines the length, details, and nature of the answers. In closed, neutral questions such as bipolar questions, a person may choose between two equal choices: yes-no, approve-disapprove, agree-disagree. All questions discussed and illustrated so far have been neutral questions.
中立問題允許受訪者在沒有來自提問者的明確指導或壓力下決定答案。例如，在開放的中立問題中，受訪者決定答案的長度、細節和性質。在封閉的中立問題中，例如雙極問題，受訪者可以在兩個相等的選擇之間進行選擇：是-否、贊成-反對、同意-不同意。到目前為止討論和舉例的所有問題都是中立問題。

Leading questions suggest the answer expected or desired because the questioner
引導性問題暗示了期望或想要的答案，因為提問者
Leading questions direct interviewees to specific answers. leads the respondent toward a particular answer by making “it easier or more tempting for the respondent to give one answer than another.”

^{4}

A person merely agrees with the interviewer. This is called interviewer bias. Leading questions may be intentional or unintentional, implicit or explicit, verbal or nonverbal.
引導性問題使受訪者朝向特定的答案。它通過使“受訪者更容易或更有誘惑力地給出一個答案而不是另一個答案”來引導受訪者朝向特定的答案。

^{4}

一個人僅僅是同意訪談者的觀點。這被稱為訪談者偏見。引導性問題可以是故意或無意的、隱含或明示的、口頭或非口頭的。

The varying degrees of leading and the distinction between neutral and leading questions are illustrated in the following questions.
以下問題說明了引導程度的不同以及中立問題與引導問題之間的區別。

Neutral Questions中立問題

Do you like to ride roller coasters?
你喜歡坐雲霄飛車嗎？
Are you walking in the Hunger Hike?
你在參加饑餓徒步行嗎？

Leading Questions引導性問題

I assume you like to ride roller coasters.
我假設你喜歡坐雲霄飛車。
You’re walking in the Hunger Hike, aren’t you?
你正在參加饑餓徒步旅行，對吧？
How did this Harry Potter movie compare to the last one?
這部哈利·波特電影與上一部相比如何？
How do you feel about health food?
你對健康食品有什麼看法？
What did you think of the diversity workshop?
你對多樣性工作坊有什麼看法？
Have you ever tried drugs?
你曾經嘗試過毒品嗎？
Have you ever cheated on an exam?
你曾經在考試中作弊嗎？
Would you classify yourself as religious or secular?
你會將自己歸類為宗教信仰者還是世俗者？
How do you feel about the government listening to our telephone calls to stop terrorist plots?
你對政府監聽我們的電話通話以阻止恐怖陰謀有什麼看法？
Do you want a diet Coke?
你想要一杯健怡可樂嗎？
Didn’t you like the last Harry Potter movie better than this one?
你不覺得最後一部哈利·波特電影比這一部更好嗎？
Do you dislike “health food” like most students?
你和大多數學生一樣不喜歡「健康食品」嗎？
What did you think of the ridiculous and insulting diversity workshop?
你對那個荒謬且侮辱性的多樣性研討會有什麼看法？
When was the last time you tried drugs?
你上一次嘗試毒品是什麼時候？
Have you stopped cheating on exams?
你有停止在考試中作弊嗎？
Would you classify yourself as religious or an atheist?
你會將自己歸類為宗教信仰者還是無神論者？
Don’t you think the government listening to our telephone calls allegedly to stop terrorist plots violates the Constitution?
你不認為政府為了 allegedly 停止恐怖陰謀而監聽我們的電話通話違反了憲法嗎？
I assume you want a diet Coke?
我假設你想要一杯健怡可樂？

Note that all 10 leading questions make it easier for a person to reply in a particular way. The potential for interviewer bias is obvious. The situation, tone of the interview, manner in which the question is asked, and relationship with the interviewer may influence the respondent’s ability or willingness to ignore the direction provided. For instance, if you were in a nonthreatening, informal, pleasant situation with a friend or equal in an organizational or social situation, you might ignore or even object to a leading question. However, if you were in a threatening, formal situation with a superior, you might feel obligated to answer as the interviewer appears to dictate. At other times, you might go along with the direction because you want to be cooperative, avoid upsetting a person, or “not make a scene.” If that’s the answer a person wants, you give it, particularly when you do not care one way or the other.
請注意，所有 10 個引導性問題都使得一個人更容易以特定方式回應。面試官偏見的潛在可能性顯而易見。情境、面試的語氣、問題的提問方式以及與面試官的關係可能會影響受訪者忽略所提供方向的能力或意願。例如，如果你與朋友或同事處於一個非威脅性、非正式、愉快的情境中，你可能會忽略甚至反對一個引導性問題。然而，如果你處於一個威脅性、正式的情境中，與上級在一起，你可能會感到有義務按照面試官的要求回答。在其他時候，你可能會順從這個方向，因為你想要合作，避免讓某人不快，或是「不想引起騷動」。如果那是某人想要的答案，你就會給出，特別是當你對此無所謂的時候。

The first four and the last leading questions are mild in direction. Each appears to be bipolar, to ask for a yes or no, agree or disagree response. However, the phrasing of each guides the respondent toward one pole; they are actually unipolar questions: You can avoid many leading questions by limiting the use of closed questions because open questions are less likely to be leading questions.
前四個和最後一個引導問題的方向較為溫和。每個問題似乎都是雙極的，要求回答是或否、同意或不同意。然而，每個問題的措辭都引導受訪者朝向一個極端；它們實際上是單極問題：通過限制封閉式問題的使用，可以避免許多引導性問題，因為開放式問題不太可能是引導性問題。

Respondents could ignore the direction of questions

1, 2, 3

, and 10 if their relationship did not seem to depend on yes answers. Question 4 uses a bandwagon (follow-thecrowd) technique, and a respondent’s answer might depend on past experiences with this interviewer and whether the respondent wants to go along with the majority. Question 10 suggests that the respondent will want a diet Coke. A person with ambivalent or apathetic feelings might just go along with the answer the interviewer seems to want.
受訪者可以忽略問題的方向

1, 2, 3

，如果他們的關係似乎不依賴於肯定的回答則為 10。問題 4 使用了從眾（跟隨大眾）技術，受訪者的回答可能取決於過去與這位面試官的經驗，以及受訪者是否想要隨大流。問題 10 暗示受訪者會想要一杯健怡可樂。對於有矛盾或冷漠情感的人來說，可能只是隨著面試官似乎想要的答案而回答。

Loaded Questions

Loaded questions are extreme leading questions. Questions 5 to 9 provide strong direction, virtual dictation of the correct answer; that’s why they are called loaded
加載問題是極端的引導性問題。問題 5 到 9 提供了強烈的方向，幾乎是對正確答案的口述；這就是為什麼它們被稱為加載問題。

Loaded questions dictate answers through language or entrapment.
加載問題通過語言或陷阱來支配答案。

Leading ques-引導性問題
tions have
legitimate functions.合法功能。
questions. Questions 5 and 8 are loaded because of name-calling and emotionally charged words. In response to question 8, a person is likely to choose the least onerous of the choices provided, religious, because few Americans see themselves as atheists. Questions 6 and 7 entrap the respondent. Question 6 implies that the respondent has used drugs. Question 7 charges the person with cheating on exams. A yes or no may get the person in trouble. And question 9 places organizational or social pressure on the respondent to say yes.
問題。問題 5 和 8 因為使用了侮辱性稱呼和情感充沛的詞語而被加載。對於問題 8，一個人可能會選擇提供的選項中最不繁重的選擇，即宗教，因為很少有美國人將自己視為無神論者。問題 6 和 7 使受訪者陷入困境。問題 6 暗示受訪者曾使用過毒品。問題 7 指控該人作弊。回答是或否可能會使該人陷入麻煩。而問題 9 則對受訪者施加組織或社會壓力，迫使其回答是。

Since leading questions, particularly loaded ones, have potential for severe interviewer bias, avoid them unless you know what you are doing! Introductory phrases such as “According to the law,” “As we all know,” “As witnesses have testified,” and “As the Dean stated” may lead respondents to give acceptable responses rather than true feelings or beliefs. You can turn a neutral question into a leading question by the nonverbal manner in which you ask it. For example, you might appear to demand a certain answer by leaning toward the respondent, looking the person directly in the eyes, or raising an eyebrow. You might place vocal emphasis on a key word, such as:
由於引導性問題，特別是帶有偏見的問題，可能會導致嚴重的訪談者偏見，因此除非你知道自己在做什麼，否則應避免使用這些問題！像“根據法律”、“眾所周知”、“證人已作證”以及“院長所述”等引言短語可能會導致受訪者給出可接受的回答，而非真實的感受或信念。你可以通過非語言的方式將中立問題轉變為引導性問題。例如，你可能會通過向受訪者傾身、直視對方的眼睛或揚起眉毛來顯得在要求某個特定的答案。你可能會對關鍵詞加強語調，例如：

Do you like that painting?
你喜歡那幅畫嗎？
When did you make an appearance at the meeting?
你什麼時候出現在會議上？
You’re going to select her for the opening?
你打算選擇她作為開幕的表演者嗎？
Regardless of their potential for mischief, leading questions have important uses. Recruiters may want to see how interviewees respond under stress. Sales representatives
無論其潛在的惡作劇性，誘導性問題具有重要的用途。招聘者可能想要觀察面試者在壓力下的反應。銷售代表
use leading questions to close sales. Police officers ask loaded questions to provoke witnesses. Journalists ask leading questions to prod reluctant interviewees into responding. Counselors have discovered that a loaded question such as “When was the last time you got drunk?” shows that a range of answers is acceptable and that none will shock the interviewer.
使用引導性問題來促成銷售。警察提出有偏見的問題以激怒證人。記者提出引導性問題以促使不情願的受訪者作出回應。輔導員發現，像「你上次醉酒是什麼時候？」這樣的有偏見問題顯示出一系列的回答都是可以接受的，並且沒有任何回答會讓面試官感到震驚。

Do not confuse neutral mirror and reflective probing questions with leading questions. Mirrors and reflectives may appear to direct respondents toward particular answers, but their purposes are clarification and verification, not leading or direction. If they lead by accident, they are failures.
不要將中立的鏡子和反思性提問與引導性問題混淆。鏡子和反思性問題可能看起來會引導受訪者朝特定答案前進，但它們的目的是澄清和驗證，而不是引導或指導。如果它們不小心引導了，那就是失敗。

Figure 3.2 compares types of questions available to interviewers and interviewees. Types include open and closed, primary and probing, and neutral and leading questions.
圖 3.2 比較了面試官和面試者可用的問題類型。類型包括開放式和封閉式、主要和探究式，以及中立和引導性問題。

Quiz #2-Identification of Questions
測驗 #2-問題識別

Identify each of the following questions in four ways: (1) open or closed, (2) primary or probing, (3) neutral or leading, and (4) whether it is a special type of question tool: bipolar, loaded, nudging probe, clearinghouse probe, informational probe, restatement probe, reflective probe, or mirror probe.
識別以下每個問題的四種方式：（1）開放式或封閉式，（2）主要或探究性，（3）中立或引導性，以及（4）是否為特殊類型的問題工具：雙極性、引導性、推動性探究、清理性探究、資訊性探究、重述性探究、反思性探究或鏡像探究。

On a scale of 1 to 5 , with 5 being high, how would you rate the football coach?
在 1 到 5 的評分範圍內，5 為最高，您會如何評價這位足球教練？
You think, then, that you will consider graduate school when you graduate in May?
你認為，當你在五月畢業時會考慮研究所嗎？
Tell me about your summer job at the dude ranch in Colorado.
告訴我你在科羅拉多州的牛仔牧場的暑期工作情況。
That was really a stupid thing to do, wasn’t it?
那真是個愚蠢的事情，不是嗎？
Uh huh?嗯？
When did you first join the Marines?
你什麼時候第一次加入海軍陸戰隊？
Did you take the GRE exam last week?
你上週參加了 GRE 考試嗎？
Tell me more about that.
告訴我更多關於那個。
Let’s see if I understand your proposal correctly. I would pay the first month’s rent on the condo and you would pay for moving in our furniture. We would split evenly the cost of a new hot tub and repainting the bedrooms. The current owner would replace the carpeting in the living room. Is that about it?
讓我看看我是否正確理解了你的提議。我會支付公寓的第一個月租金，而你會支付搬入我們的家具的費用。我們將平分新的熱水浴缸和重新粉刷臥室的費用。現任業主會更換客廳的地毯。大致就是這樣嗎？
Don’t you think you should start interviewing for positions before you graduate?
你不覺得在畢業之前應該開始面試職位嗎？
Do you take I-80 or I-70 when driving to Pennsylvania?
你開車去賓夕法尼亞時是走 I-80 還是 I-70？
Which television reality shows do you like best?
你最喜歡哪些電視實境秀？
What did you see when you came upon the accident?
當你遇到事故時，你看到了什麼？
Have you stopped padding your expense account?
你有停止虛報開支帳目嗎？
Interviewer: How are your classes going?
面試官：你的課程進展如何？

Interviewee: I’ve been having a great time playing intramural football, and the bar scene near campus is great. And I’m thinking about pledging a fraternity. Interviewer: And how are your classes going?
受訪者：我在參加校內足球賽時過得很愉快，校園附近的酒吧氛圍也很好。我在考慮加入一個兄弟會。受訪者：你的課程進展怎麼樣？

Common Question Pitfalls
常見問題陷阱

Being aware of question tools and their uses is an important first step in learning to interview effectively and efficiently. The second critical step is knowing how to create and use questions to obtain free, accurate, honest, insightful, and thorough answers. A slight alteration in wording can change a question from open to closed, primary to
了解問題工具及其用途是有效且高效地學習面試的重要第一步。第二個關鍵步驟是知道如何創建和使用問題，以獲得自由、準確、誠實、有見地和全面的回答。措辭的輕微改變可以使問題從開放式變為封閉式，從主要問題變為

Phrase短語

questions carefully to avoid common pitfalls.
仔細提問以避免常見的陷阱。

Avoid:避免：

unintentional bipolar questions.
無意的雙極問題。

Think before思考之前

asking and know when to stop asking. probing, and neutral to leading.
詢問並知道何時停止詢問。探查，並保持中立而非引導。

Because you often must create questions on the spot during the heat of an interview, particularly probing questions, it is easy to stumble into common question pitfalls without knowing it. These pitfalls include the bipolar trap, the open-to-closed switch, the double-barreled inquisition, the leading push, the guessing game, the yes (no) response, the curious probe, the quiz show, and the don’t ask, don’t tell question.
因為在面試的緊張氛圍中，你經常必須即興提出問題，特別是深入探究的問題，因此很容易在不知不覺中陷入常見的問題陷阱。這些陷阱包括雙極陷阱、開放轉封閉的切換、雙重詢問、引導性推問、猜測遊戲、是（否）回答、好奇探問、問答節目，以及不問不說的問題。

The Bipolar Trap雙極陷阱

You fall into a bipolar trap whenever you ask a bipolar question designed to elicit a yes or no answer when you really want a detailed answer or specific information. This pitfall is obvious in questions such as “Do you know what happened at the meeting?” instead of “What happened at the meeting?” “Are you familiar with this incident?” instead of “What do you know about this incident?” Or “Do you approve or disapprove of heightened airport security?” If all you want is a yes or no, each is satisfactory, but none is likely to tell you much. Notice how little information is exchanged in this interaction:
當你提出一個旨在引出是或否回答的雙極問題，而你實際上想要的是詳細的回答或具體的信息時，你就陷入了雙極陷阱。這種陷阱在問題中顯而易見，例如“你知道會議上發生了什麼嗎？”而不是“會議上發生了什麼？”“你對這一事件熟悉嗎？”而不是“你對這一事件知道什麼？”或者“你贊成還是反對加強機場安全？”如果你只想要一個是或否的回答，這些問題都是滿意的，但都不太可能告訴你太多。注意在這種互動中交換的信息是多麼少：

Interviewer: Have you experienced any pains in your chest?
面試官：您有感受到胸部疼痛嗎？
Interviewee: No.受訪者：不。
Interviewer: Do you think your health is generally good?
訪談者：你認為你的健康一般來說是好的嗎？
Interviewee: Yes.受訪者：是的。
Interviewer: Any side effects from the cholesterol medicine?
訪談者：膽固醇藥物有任何副作用嗎？
Interviewee: No.受訪者：不。
Bipolar questions assume there are only two possible answers and that the answers are poles apart: conservative-liberal, like-dislike, approve-disapprove, agree-disagree, high-low, yes-no. They do not allow for “undecided,” “no opinion,” or “don’t know” answers or for degrees of awareness, liking, feeling, using, or knowing. The health care interviewer in the preceding example assumes that the patient knows what is meant by “chest pains,” “generally good” health, and “side effects.”
雙極問題假設只有兩個可能的答案，且這些答案截然相反：保守-自由、喜歡-不喜歡、贊成-反對、同意-不同意、高-低、是-否。它們不允許“未決定”、“無意見”或“不知道”的答案，也不考慮意識、喜好、感受、使用或了解的程度。在前面的例子中，健康照護面試官假設病人知道“胸痛”、“一般良好”健康和“副作用”的含義。

Eliminate bipolar traps by reserving bipolar questions for situations in which only a yes or no or a single word is desired. Begin questions with words and phrases such as what, why, how, explain, and tell me about that ask for detailed information, feelings, or attitudes. In general, avoid questions that begin with do, can, have, would, and will.
通過將雙極性問題保留在僅需要是或否或單個詞的情況下來消除雙極性陷阱。以什麼、為什麼、如何、解釋和告訴我這個等詞語和短語開始問題，以請求詳細的信息、感受或態度。一般來說，避免以做、能、擁有、會和將開始的問題。

The Open-to-Closed Switch
開關從開啟到關閉

The open-to-closed switch question occurs when you ask an open question but, before the interviewee can respond, you rephrase it into a closed or bipolar question. This trap is readily apparent in interviews, such as:
開放式到封閉式問題的陷阱出現在你提出一個開放式問題，但在受訪者能夠回答之前，你將其重新表述為封閉式或雙極問題。這種陷阱在面試中很明顯，例如：

How you ask a question may bias the answer you receive.
你提問的方式可能會影響你所得到的答案。

Tell me about your travel plans for the summer. Are you going to Europe again?
告訴我你夏天的旅行計劃。你會再去歐洲嗎？
What did you do during homecoming last weekend? Did you go to the game?
你上個週末的返校活動做了什麼？你有去看比賽嗎？
Why did you choose a study abroad program in Poland? Was it because it was less expensive than France or Germany?
你為什麼選擇在波蘭的留學計劃？是因為它比法國或德國便宜嗎？

The open-to-closed switch occurs when you are still phrasing a question in your mind. This rummaging about for the right phrasing often changes a perfectly good open question into a narrow, closed question. The respondent is likely to address only the second question and often with a simple yes or no. Avoid the open-to-closed switch by preparing questions prior to the interview and thinking through questions before asking them.
當你仍在心中構思問題時，開放式到封閉式的轉換就會發生。這種尋找正確措辭的過程常常會將一個完全合適的開放式問題轉變為一個狹隘的封閉式問題。受訪者可能只會回答第二個問題，通常只是簡單的「是」或「否」。通過在面試之前準備問題並在提問前仔細思考問題，可以避免開放式到封閉式的轉換。

The Double-Barreled Inquisition
雙管獨裁審問

Ask one question at a time.
一次只問一個問題。

Push only when.僅在時候推。

there is a need to push.
有必要推動。

The double-barreled inquisition question occurs when you ask two or more questions at the same time instead of a single, precise question. Double-barreled questions are common in interactions:
雙重詢問問題發生在你同時提出兩個或更多問題，而不是一個單一、精確的問題。雙重詢問問題在互動中很常見：

Did you like the Mediterranean cruise, and are you excited about taking another one?
你喜歡地中海郵輪嗎？你對再參加一次感到興奮嗎？
Tell me about a typical day as a teaching assistant and why you decided to go to graduate school.
告訴我作為教學助理的典型一天，以及你為什麼決定上研究所。
What types of fishing do you enjoy most and where do you go fishing most often?
你最喜歡哪種類型的釣魚，最常去哪裡釣魚？
Respondents are unlikely to remember or address all parts of double-barreled questions and will answer what they remember. Some will select the portion they want to answer and ignore the rest. Others will answer all parts but provide few details to avoid a long answer. Respondents may feel they are being subjected to a third-degree inquisition when asked a question such as, “Tell us what you owe in educational, car, mortgage, credit card, and personal loans.” At the very least, the interviewer may find it necessary to repeat portions of the initial question to get all of the information wanted. At worst, the interviewer may be unaware of missing information and go to another primary question prematurely.
受訪者不太可能記住或處理雙重問題的所有部分，並將回答他們記得的內容。有些人會選擇他們想回答的部分，忽略其餘部分。其他人則會回答所有部分，但提供的細節很少，以避免長篇回答。當被問到類似「告訴我們你在教育、汽車、抵押貸款、信用卡和個人貸款方面的欠款」這樣的問題時，受訪者可能會感覺自己正受到第三度審問。至少，面試官可能需要重複初始問題的部分，以獲取所需的所有信息。最糟糕的情況是，面試官可能未意識到缺失的信息，並過早地轉向另一個主要問題。

Avoid the double-barreled trap and its dangers by asking one question at a time. If you ask a double-barreled question, repeat the part the interviewee does not answer.
避免雙重問題的陷阱及其危險，逐一提出問題。如果你提出雙重問題，重複受訪者未回答的部分。

The Leading Push領先推動

The leading push occurs when you ask a question that suggests how a person ought to respond. The push may be intentional (you want to influence an answer) or unintentional
當你提出一個暗示某人應該如何回應的問題時，主要的推動就會發生。這種推動可能是有意的（你想影響答案）或無意的。
(you are not aware of the push). It is easy to interject feelings or attitudes in questions through language and nonverbal signals, such as the following:
（你並不知道這種推動）。通過語言和非語言信號，在問題中插入情感或態度是很容易的，例如以下幾點：

I really liked the show, didn’t you?
我真的很喜歡這個節目，你呢？
You play the lottery every day?
你每天都買彩票嗎？
Don’t you think you should wear a helmet when riding your cycle?
你不覺得騎自行車時應該戴上頭盔嗎？
You may not realize you have asked a leading push question and remain unaware that the interviewee may have given you a skewed answer to make you happy or to avoid a confrontation. Many people will go along with whatever answers you seem to want, particularly if you are in a superior role. Avoid the leading push trap and its dangers by phrasing questions neutrally and listening to each question you ask.
您可能沒有意識到您提出了一個引導性問題，並且未察覺受訪者可能給出了偏頗的答案，以使您高興或避免衝突。許多人會隨著您似乎想要的答案而回答，特別是當您處於上級角色時。通過中立地表述問題並傾聽您所提出的每一個問題，避免引導性問題的陷阱及其危險。

The Guessing Game猜謎遊戲

Don't guess;
ask!不要猜；問！

The guessing game pitfall occurs when you try to guess information instead of asking for it. Guessing is common in interviews, such as:
猜測遊戲的陷阱發生在你試圖猜測信息而不是詢問時。猜測在面試中很常見，例如：

Did you purchase your interview outfit here in town?
你是在這個城鎮購買你的面試服裝嗎？
Do you tend to order steak when eating at nice restaurants?
你在高級餐廳用餐時是否傾向點牛排？
Is fire your greatest concern about living in an apartment complex?
火災是你在公寓大樓生活中最擔心的問題嗎？
Guessing is common in most interview settings: journalism, health care, recruiting, and investigations. Strings of closed, guessing questions fail to accomplish what a single open-ended question could do. Observe the failure of this guessing spree to gain simple information.
在大多數面試環境中，猜測是很常見的：新聞業、醫療保健、招聘和調查。連串的封閉式猜測問題無法達成單一開放式問題所能達成的效果。觀察這種猜測狂潮未能獲得簡單信息的失敗。

Interviewer: Is fishing your favorite pastime?
面試官：釣魚是你最喜歡的消遣嗎？
Interviewee: No.受訪者：不。
Interviewer: How about hunting?
面試官：狩獵怎麼樣？
Interviewee: No, I don’t like to hunt.
受訪者：不，我不喜歡狩獵。
Interviewer: What about hiking?
面試官：那登山呢？
Interviewee: Not really.
受訪者：不太是。
Interviewer: Well, what is your favorite pastime?
面試官：那麼，你最喜歡的消遣是什麼？
Interviewee: Sailing.受訪者：航行。
Guessing wastes time and energy when a single open question, such as the last one, will get the information needed quickly and efficiently. Avoid the guessing game pitfall by asking rather than guessing and relying on open-ended questions such as “Tell me about your favorite pastime.”
猜測浪費時間和精力，而一個開放性問題，例如最後一個問題，能夠快速有效地獲取所需的信息。通過提問而不是猜測來避免猜測遊戲的陷阱，並依賴於開放式問題，例如「告訴我你最喜歡的消遣活動。」

The Yes (No) Response
是（否）回應

The yes (no) response pitfall occurs when interview parties ask questions that have only one obvious answer, a yes or a no. Each of the following questions is likely to get a predictable response:
是（否）回答的陷阱發生在面試雙方提出只有一個明顯答案的問題時，即是或否。以下每個問題都可能得到可預測的回答：
An obvious question will generate an obvious answer.
一個明顯的問題會產生一個明顯的答案。

(asked of a student) Do you want to fail this course? (asked of a sales person) Do you think this is a good digital camera? (asked of an applicant) Do you think you can handle this job?
（問一位學生）你想不及格這門課嗎？（問一位銷售人員）你認為這是一款好的數位相機嗎？（問一位申請者）你認為你能勝任這份工作嗎？

Avoid the yes (no) question pitfall by asking open-ended questions and by not asking the obvious.
避免陷入是（否）問題的陷阱，通過提出開放式問題以及不問明顯的問題。

The Curious Probe好奇探測器

If every question you ask is relevant to your predetermined purpose, you will avoid curious probes. Do not ask for information you do not need and will not use. If an interviewee may perceive a question to be irrelevant, explain why it is important. The order of questions may result in perceived irrelevance. For example, ask for demographic data such as age, income, educational level, and marital status at the beginning if they are qualifying questions or at the end after you have established trust and have asked several relevant questions. Phrase questions carefully so the relevance of your question to this interview is clear to the interviewee.
如果你所問的每一個問題都與你預定的目的相關，你將能避免好奇的探詢。不要詢問你不需要且不會使用的信息。如果受訪者可能認為某個問題不相關，請解釋為什麼這個問題很重要。問題的順序可能會導致被認為不相關。例如，如果這些是資格問題，請在開始時詢問年齡、收入、教育程度和婚姻狀況等人口統計數據，或者在你建立信任並提出幾個相關問題之後再詢問。仔細措辭問題，以便受訪者清楚地理解你的問題與此次訪談的相關性。

As an interviewee, do not assume a question is irrelevant; the interviewer may have a legitimate and important reason for asking. Other cultures ask questions that might appear irrelevant to you but not to them. For instance, Japanese often ask personal questions early in interactions so they can learn important characteristics about the interviewee, including personality, knowledge, skills, and background. A Japanese party might ask where you were born, where you went to school, how you feel about Japanese food, what Japanese you speak, and what hobbies you have.
作為受訪者，不要假設某個問題是不相關的；面試官可能有正當且重要的理由來提問。其他文化可能會提出對你來說看似不相關的問題，但對他們來說卻不是。例如，日本人在互動初期經常會問個人問題，以便了解受訪者的重要特徵，包括個性、知識、技能和背景。一位日本人可能會問你出生地、上學的地方、對日本食物的看法、會說的日語以及你的興趣愛好。

The Quiz Show測驗節目

Interviews are not quiz shows with applicants, subjects, clients, employees, or patients serving as contestants. The parties you interview must have a store of knowledge that enables them to answer comfortably and intelligently. Information level is critical in interviews. Questions above a respondent’s information level may cause embarrassment or resentment because no one wants to appear uninformed, ill-informed, uneducated, or unintelligent. On the other hand, questions beneath a respondent’s level of information may insult his or her intelligence, wisdom, experiences, or status. Respondents may fake answers or give vague answers rather than admit ignorance.
面試並不是與應徵者、受試者、客戶、員工或病人進行的問答比賽。您面試的對象必須擁有足夠的知識，以便能夠自信且智慧地回答問題。信息水平在面試中至關重要。超出受訪者信息水平的問題可能會引起尷尬或不滿，因為沒有人希望顯得無知、知識淺薄、缺乏教育或不聰明。另一方面，低於受訪者信息水平的問題可能會侮辱他的智慧、經驗或地位。受訪者可能會假裝回答或給出模糊的答案，而不是承認無知。

Avoid the quiz show pitfall by asking for information in common categories or frames of reference such as pounds rather than ounces, cups rather than pots of coffee, or number of hours watching television per day rather than month or year. Determine if a respondent is a layperson, novice, or expert on the topic to avoid overly simple or overly complex words, explanations, requests. Do not assume respondents will have the information you want. Many of us are narrow specialists and know little about other areas of our fields, other fields, current events, or history.
避免測驗節目的陷阱，通過要求提供常見類別或參考框架的信息，例如以磅而不是盎司、以杯而不是咖啡壺、或以每天觀看電視的小時數而不是每月或每年來進行詢問。確定受訪者是對該主題的外行、初學者還是專家，以避免使用過於簡單或過於複雜的詞彙、解釋和要求。不要假設受訪者會擁有你想要的信息。我們中的許多人是狹窄的專家，對我們領域的其他領域、其他領域、時事或歷史知之甚少。

Complexity vs. Simplicity
複雜性與簡單性

Questions should be simple, clear requests for reasonable amounts of information. Avoid overly complex questions that challenge respondents to figure out what you want. The following is a common type of survey question, often asked over the telephone:
問題應該是簡單、清晰的請求，要求合理數量的信息。避免過於複雜的問題，讓受訪者難以理解您的需求。以下是一種常見的調查問題類型，通常通過電話詢問：

Now, I would like your opinion on some leading brands of coffee. I would like you to rate these brands by using the numbers from plus five to minus five. If you like the brand, give it a number from plus one to plus five. The more you like it, the bigger the plus number you should give it. If you dislike the brand, give it a number from minus one to minus five. The more you dislike it, the bigger the minus number you should give it. If you neither like nor dislike the brand, give it a zero.
現在，我想聽聽你對一些知名咖啡品牌的看法。我希望你用從正五到負五的數字來評價這些品牌。如果你喜歡這個品牌，給它一個從正一到正五的數字。你越喜歡它，給它的正數就應該越大。如果你不喜歡這個品牌，給它一個從負一到負五的數字。你越不喜歡它，給它的負數就應該越大。如果你對這個品牌既不喜歡也不討厭，給它一個零。

If you must ask such a complicated question, use sample answers to explain the scale and give interviewees opportunities to try out the scale on noncoffee items to determine if they understand both the question and how to answer it correctly. If the interview is face-to-face, provide a small card containing the scale or answer options.
如果你必須提出如此複雜的問題，請使用範例答案來解釋量表並給受訪者機會在非咖啡項目上試用該量表，以確定他們是否理解問題及如何正確回答。如果面對面進行訪談，請提供一張包含量表或答案選項的小卡片。

Phrase questions carefully and avoid a mixture of negatives, maybes, and positives in the same question. The following question illustrates this problem:
仔細措辭問題，並避免在同一問題中混合使用否定詞、可能性和肯定詞。以下問題說明了這個問題：

Pick the most appropriate response. You feel that you understand each other, but you have never told them this.
選擇最合適的回應。你覺得你們彼此理解，但你從未告訴過他們這一點。

You have never felt this way, or you have felt this way and never told them this.
你從未有過這種感覺，或者你有過這種感覺但從未告訴他們。
You occasionally have felt this way, but you have never told them this.
你偶爾有過這種感覺，但你從未告訴過他們。
You frequently have felt this way, but you have never told them this.
你經常有這種感覺，但你從未告訴過他們。

Imagine trying to answer this complex question in a typical interview or over the telephone.
想像一下在典型的面試或電話中嘗試回答這個複雜的問題。

Some questions seem simple enough, but they offer no obvious parameters or hints to guide the interviewee on what information is desired or how much information the interviewer desires. Common global questions such as “Tell me about yourself” or “Tell me about your country” pose difficult decisions to those who would reply. Where should they begin and end their answers? Is the interviewer interested in specific topics, happenings, or issues? Should they simply offer a few superficial facts or a brief summary, or should they give a lot of information on one or two areas? How lengthy and detailed should they make their answers? Should they ask if the interviewer has specific interests or an amount of information in mind? Obviously, the question itself need not be complex.
一些問題看起來似乎很簡單，但它們並未提供明顯的參數或提示來指導受訪者所需的信息或面試官希望獲得多少信息。像“請告訴我關於你自己”或“請告訴我關於你的國家”這樣的常見全球性問題對於回答者來說提出了困難的決策。他們應該從哪裡開始和結束他們的回答？面試官是否對特定主題、事件或問題感興趣？他們應該僅僅提供一些表面的事實或簡要的總結，還是應該在一兩個領域提供大量的信息？他們的回答應該多長和多詳細？他們是否應該詢問面試官是否有特定的興趣或心中有多少信息？顯然，問題本身不必複雜。

The Don't Ask, Don't Tell
不詢問，不告知

Don’t ask, don’t tell questions delve into informational and emotional areas that many respondents may be incapable of addressing because of social, psychological, or situational constraints. We learn from an early age, for instance, that it is more socially acceptable to be humble than boastful. If an interviewer asks us to assess our
不要詢問，不要告訴的問題深入了許多受訪者可能因社會、心理或情境限制而無法處理的資訊和情感領域。我們從小就學會，例如，謙虛比自誇更被社會接受。如果面試官要求我們評估我們的

Delve into inaccessible areas only when necessary. beauty, intelligence, creativity, generosity, or bravery, we are likely to pose an “Aw shucks” attitude or say. “Yes” with a flourish that treats our answer as a joke. We also learn that “there is a time and a place for everything,” so we do not discuss certain topics in mixed groups, in public, or in political, religious, or social settings. Some areas are taboo in all but a few situations: sex, personal income, religious convictions, and certain illnesses.
僅在必要時深入無法接觸的領域。美、智慧、創造力、慷慨或勇氣，我們可能會表現出一種「哦，真是的」的態度，或以一種將我們的回答視為玩笑的方式說「是的」。我們還學到「每件事都有其時間和地點」，因此我們不會在混合群體、公共場合或政治、宗教或社會環境中討論某些話題。某些領域在幾乎所有情況下都是禁忌：性、個人收入、宗教信仰和某些疾病。

As an interviewer, you should explain why such questions are essential to ask, and delay “touchy” or “taboo” questions until you have established a comfortable climate and positive relationship. Avoid the don’t ask, don’t tell pitfall by phrasing questions carefully to lessen social and psychological constraints and to avoid offending an interviewee.
作為面試官，您應該解釋為什麼這些問題是必須提出的，並將“敏感”或“禁忌”的問題延遲到您建立了舒適的氛圍和積極的關係之後。通過仔細措辭問題來減少社會和心理上的限制，避免冒犯面試者，以避免“不問不說”的陷阱。

Sex and cultural differences among respondents may affect social and psychological accessibility. Research indicates that women disclose more information about themselves, use more psychological or emotional verbs, discuss their personal lives more in business interactions, have less difficulty expressing intimate feelings, talk more about other people’s accomplishments and minimize their own, and appear to be more comfortable when hearing accolades about themselves.

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As discussed in Chapter 2, cultures also differ in readily accessible areas. It is always wise to learn as much as you can about an interviewee prior to an interview to determine what can and cannot be asked and how it should be asked.
受訪者的性別和文化差異可能影響社會和心理的可及性。研究表明，女性會透露更多有關自己的信息，使用更多心理或情感動詞，在商業互動中更多地討論自己的個人生活，表達親密感情的難度較小，更多地談論他人的成就並淡化自己的成就，並在聽到對自己的讚譽時顯得更加自在。

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如第二章所討論的，文化在可輕易獲得的領域也存在差異。在面試之前，了解受訪者的情況總是明智的，以確定可以和不可以詢問的內容以及應該如何詢問。

Avoid common question pitfalls by planning most questions prior to the interview so you do not have to create them on the spot in the give-and-take of the interaction. When phrasing a question during an interview, think before uttering it, stop when you
避免常見問題的陷阱，通過在面試之前規劃大多數問題，以便您不必在互動的即興交流中即時創造它們。在面試中提出問題時，請在說出之前思考，當您停下來時

Avoid pitfalls by preparing and thinking. have asked a good open question instead of rephrasing it, use bipolar questions sparingly, ask only necessary questions, ask for information at the interviewee’s level, avoid complex questions, and be aware of the accessibility factor in questions and answers. Above all, know the common question pitfalls well enough that you can catch yourself before tumbling into one.
通過準備和思考來避免陷阱。提出一個好的開放性問題，而不是重新表述它，儘量少用雙極性問題，只問必要的問題，根據受訪者的水平詢問信息，避免複雜問題，並注意問題和答案的可及性因素。最重要的是，充分了解常見問題的陷阱，以便在陷入其中之前能夠及時發現自己。

Quiz #3-What Are the Pitfalls in These Questions?
測驗 #3-這些問題的陷阱是什麼？

Each of the following questions illustrates one or more of the common question pitfalls: bipolar trap, open-to-closed switch, double-barreled inquisition, leading push, guessing game, yes (no) response, curious probe, complexity vs. simplicity, quiz show, and don’t ask, don’t tell. Identify the pitfall(s) of each question and rephrase it to make it a good question. Avoid a new pitfall in your revised question.
以下每個問題都展示了一個或多個常見的問題陷阱：兩極陷阱、開放轉閉合開關、雙重詢問、引導性推動、猜測遊戲、是（否）回答、好奇探查、複雜性與簡單性、問答秀，以及不問不說。識別每個問題的陷阱並重新表述，使其成為一個好的問題。在修訂的問題中避免出現新的陷阱。

Tell me about the plane crash. Did you think you were going to die?
告訴我有關飛機墜毀的事。你認為你會死嗎？
(asked of people on the street) What do you know about the EU’s privacy directive?
（向街上的人詢問）你對歐盟的隱私指令知道什麼？
Are you the most intelligent member of the team?
你是團隊中最聰明的成員嗎？
I understand you are from Wisconsin. Tell me about it.
我知道你來自威斯康辛州。告訴我一些關於它的事。
You’re following the new guidelines, aren’t you?
你正在遵循新的指導方針，是嗎？
Tell me about the hotel accommodations on Maui and what there was to do for children and adults.
告訴我關於毛伊島的酒店住宿以及成人和兒童可以做些什麼。
(asked of a used car dealer) Are all of these cars carefully checked before you put them on the lot?
（詢問二手車經銷商）這些車在放到展示場之前都經過仔細檢查了嗎？
Do you approve or disapprove of the administration’s immigration proposal?
您是否贊成或反對政府的移民提案？
Did you choose to study medicine because your mother and father are physicians?
你選擇學習醫學是因為你的母親和父親都是醫生嗎？
(asked of an injured football player) Do you want to die?
（問一名受傷的足球運動員）你想死嗎？

ON THE WEB在網路上

Browse an Internet site to locate a variety of questionanswer interactions that vary in intensity from happy to sad, cooperative to uncooperative, friendly to hostile, and understanding to patronizing. Identify the different types of primary and probing questions in these interactions. Which question pitfalls can
瀏覽一個網站，以找到各種問題回答互動，這些互動的強度從快樂到悲傷、合作到不合作、友好到敵對，以及理解到居高臨下。識別這些互動中不同類型的主要問題和探究問題。哪些問題陷阱可以
you identify? Which of these pitfalls were accidental and which purposeful? Use search engines such as the Knight Ridder Newspapers (http://www.kri .com), CNBC (http://www.cnbc.com), and CNN (http://cnn.com).
你能辨識嗎？這些陷阱中哪些是意外的，哪些是故意的？使用搜索引擎，例如騎士里德報紙（http://www.kri.com）、CNBC（http://www.cnbc.com）和 CNN（http://cnn.com）。

Summary摘要

Questions are the tools of the trade for both parties in interviews. If you know question types, unique uses, and advantages and disadvantages, you can develop considerable interviewing skill and enjoy the experiences.
問題是面試中雙方的工具。如果你了解問題類型、獨特用途以及優缺點，你可以發展出相當的面試技巧並享受這些經驗。

You have a limitless variety of question tools to choose from, and each tool has unique characteristics, capabilities, and pitfalls. Knowing which question to select and how to use it is essential for interviewing effectively and efficiently. Each question has three characteristics: (1) open or closed, (2) primary or probing, and (3) neutral or leading. Open questions are designed to discover large amounts of information, while closed questions are designed to gain specific bits of information. Primary questions open up topics and subtopics, while probing questions probe into answers for more information, explanations, clarifications, and verifications. Neutral questions give respondents freedom to answer as they wish, while leading questions nudge or shove respondents toward answers interviewers want to hear.
您可以選擇無限多樣的問題工具，每種工具都有其獨特的特徵、能力和陷阱。知道選擇哪個問題以及如何使用它對於有效且高效地進行面試至關重要。每個問題有三個特徵：（1）開放式或封閉式，（2）主要或探究性，以及（3）中立或引導性。開放式問題旨在發現大量信息，而封閉式問題則旨在獲取特定的信息。主要問題打開主題和子主題，而探究性問題則深入回答以獲取更多信息、解釋、澄清和驗證。中立問題讓受訪者自由回答，而引導問題則促使或推動受訪者朝向面試官希望聽到的答案。

Phrasing questions is essential to get the information needed. If you phrase questions carefully and think before asking, you can avoid common question pitfalls such as the bipolar trap, open-to-closed switch, double-barreled inquisition, leading push, guessing game, yes (no) response, curious probe, quiz show, complexity vs. simplicity, and don’t ask, don’t tell.
提問的措辭對於獲取所需信息至關重要。如果你仔細措辭問題並在提問前思考，你可以避免常見的提問陷阱，例如兩極陷阱、開放式轉閉合式、雙重詢問、引導性推問、猜測遊戲、是（否）回答、好奇探查、問答節目、複雜性與簡單性，以及不問不說。

Key Terms and Concepts
關鍵術語與概念

Bipolar question雙極問題
Bipolar trap Clearinghouse probe Closed question Complexity vs. simplicity Curious probe Don’t ask, don’t tell Double-barreled inquisition Guessing game Informational probe
雙極陷阱清算所探針封閉式問題複雜性與簡單性好奇探針不要問，不要告訴雙重詢問猜謎遊戲資訊探針

Interviewer bias Leading push Leading question Loaded question Mirror probe Neutral question Nudging probe Open question Open-to-closed switch Primary question
面試官偏見促進推動誘導性問題先入為主問題鏡像探查中立問題促使探查開放性問題開放到封閉的轉換主要問題

Probing question Question Question pitfalls Quiz show Reflective probe Restatement probe Silent probe
探究問題問題問題的陷阱問答節目反思性探究重述性探究靜默探究
Yes (no) response是（否）回應

An Interview for Review and Analysis
訪談以進行審查和分析

A student has decided to interview a friend of his parents for a field project assignment in an interviewing course. All he knows is that she was thought to be in the Air Force during World War II and had some interesting experiences. His goal is to get a woman’s view of the war and military experience.
一名學生決定在一門訪談課程中，為一個實地項目作業訪問他父母的一位朋友。他所知道的只是她在第二次世界大戰期間被認為在空軍服役，並有一些有趣的經歷。他的目標是獲得一位女性對戰爭和軍事經歷的看法。

As you read through this interview, identify the questions as open or closed, primary or probing, and neutral or leading. Look for specific types of questions such as bipolar, loaded, silent probe, nudging probe, clearinghouse probe, informational probe, restatement probe, reflective probe, and mirror probe. Does the student stumble into common question pitfalls such as leading push, bipolar trap, yes or no response, open-to-closed switch, guessing game, double-barreled inquisition, curious probe, quiz show, complexity vs. simplicity, and don’t ask, don’t tell?
在閱讀這次訪談時，請辨識問題是開放式還是封閉式、主要問題還是探究問題，以及中立問題還是引導問題。尋找特定類型的問題，例如雙極問題、引導性問題、沉默探詢、輕推探詢、清理探詢、資訊探詢、重述探詢、反思探詢和鏡像探詢。學生是否會陷入常見的問題陷阱，例如引導性推問、雙極陷阱、是或否的回答、開放式轉為封閉式、猜測遊戲、雙重詢問、好奇探詢、問答節目、複雜性與簡單性之間的取捨，以及不問不說？

Interviewer: Mom has told me that you were in the Air Force during World War II. When did you enlist and what did you do?
面試官：媽媽告訴我你在第二次世界大戰期間曾在空軍服役。你什麼時候入伍，做了什麼？
Interviewee: Actually, I was a WAC.
受訪者：其實，我是一名女兵。
Interviewer: A what?面試官：什麼？
Interviewvee: A WAC. WAC stood for the Women’s Auxiliary Corps. There was no Air Force until 1948.
Interviewvee：一個 WAC。WAC 代表婦女輔助軍團。在 1948 年之前並沒有空軍。
Interviewer: Then, who flew the fighters and bombers?
面試官：那麼，誰駕駛了戰鬥機和轟炸機？
Interviewee: They were the Army Air Corps, later to become the Air Force.
受訪者：他們是陸軍航空隊，後來成為空軍。
Interviewer: Oh, were the WACs the ones I’ve seen in pictures who gave food and coffee to troops on trains when they pulled into stations?
面試官：哦，WACs 是我在照片中看到的那些在火車進站時給士兵提供食物和咖啡的人嗎？
Interviewee: No. Those were volunteers from the Red Cross. I was a pilot.
受訪者：不。那些是紅十字會的志願者。我是一名飛行員。
Interviewer: What did you do as a WAC?
面試官：你作為 WAC 做了什麼？
Interviewee: I was a pilot.
受訪者：我是一名飛行員。
Interviewer: A pilot, wow. Did you shoot down any planes?
面試官：一名飛行員，哇。你擊落過任何飛機嗎？
Interviewee: No.受訪者：不。
Interviewer: Did you bomb cities in Germany? Or what?
面試官：你在德國轟炸過城市嗎？還是怎樣？
Interviewee: No, I didn’t bomb cities.
受訪者：不，我沒有轟炸城市。
Interviewer: Did you fly air cover or maybe reconnaissance?
面試官：你有進行空中掩護或許是偵察嗎？
Interviewee: No. Women were not allowed to go into combat areas until just the past few years.
受訪者：不，女性在過去幾年之前是不被允許進入戰鬥區域的。
Interviewer: Then you delivered supplies?
面試官：那你送了物資？
Interviewee: No.受訪者：不。
Interviewer: What did you do?
面試官：你做了什麼？
Interviewee: I spent most of the war ferrying bombers from plants and bases in the United States to bases in England.
受訪者：我在戰爭期間大部分時間都在將轟炸機從美國的工廠和基地運送到英國的基地。
Interviewer: What kinds of bombers?
面試官：什麼類型的轟炸機？
Interviewee: Usually B17s and B24s.
受訪者：通常是 B17 和 B24。
Interviewer: Tell me about your experiences. Did you have any close calls?
面試官：告訴我你的經歷。你有過什麼驚險的經歷嗎？
Interviewee: Lots of them.
受訪者：很多。
Interviewer: Were some pretty scary?
面試官：有些相當可怕嗎？
Interviewee: Yes.受訪者：是的。
Interviewer: Tell me about the scariest.
面試官：告訴我關於最可怕的事情。
Interviewee: Well, we were in an unarmed B24 off the coast of Ireland and were attacked by some long-range German fighters. We lost two of our planes, and our Liberator was pretty shot up. British escort planes arrived just in time.
受訪者：嗯，我們在愛爾蘭海岸上空駕駛一架無武裝的 B24，遭到一些長程德國戰鬥機的攻擊。我們損失了兩架飛機，而我們的解放者也受到了相當大的損傷。英國護航飛機及時趕到。
Interviewer: How many WACs were there and how many were killed and wounded during the war?
面試官：在戰爭期間，有多少名 WAC，多少人被殺和受傷？
Interviewee: I don’t recall.
受訪者：我不記得了。
Interviewer: What was the nightlife like in England? I’ve heard it was pretty wild.
面試官：英國的夜生活是什麼樣的？我聽說那裡相當瘋狂。
Interviewee: I was engaged to a Marine fighting in the Pacific at the time.
受訪者：當時我與一名在太平洋作戰的海軍陸戰隊員訂婚。
Interviewer: Your nightlife was rather subdued, then?
面試官：那麼你的夜生活相對平淡嗎？
Interviewee: Somewhat.受訪者：有點。
Interviewer: I’m sure patriotism was pretty strong among you pilots.
面試官：我相信你們這些飛行員的愛國心相當強烈。
Interviewee: Not really.
受訪者：不太是。
Interviewer: It wasn’t?面試官：不是嗎？
Interviewee: No. We had a job to do and we did it. There wasn’t a lot of flag waving outside the states.
受訪者：不。我們有工作要做，我們做到了。在各州外並沒有太多的標語宣傳。
Interviewer: Is there anything else you would like to tell me about your experiences?
面試官：還有什麼其他您想告訴我關於您的經歷的嗎？
Interviewee: It was a different time from now. Nearly every family had someone in service, and most men and a great many women under 35 were in one service branch or another or working in the war plants. We placed life on hold and hoped for the best.
受訪者：那時與現在不同。幾乎每個家庭都有一位在服役的人，大多數男性和許多 35 歲以下的女性都在某個軍種或戰爭工廠工作。我們將生活暫時擱置，並希望能有好的結果。
Interviewer: And you married your Marine after the war?
面試官：那你在戰後嫁給了你的海軍陸戰隊員？
Interviewee: No.受訪者：不。
Interviewer: Why not? Did you meet someone in the Army Air Corps?
面試官：為什麼不呢？你在陸軍航空隊遇到過什麼人嗎？
Interviewee: Jim died in the invasion of Okinawa.
受訪者：吉姆在沖繩的入侵中喪生。
Interviewer: Oh. I’m, uh, sorry to hear that.
面試官：哦。我，呃，聽到這個消息很遺憾。
Interviewee: That’s okay.
受訪者：沒關係。
Interviewer: When and how did you meet Mr. Morosky?
面試官：您是何時以及如何認識莫羅斯基先生的？
Interviewee: In the early 1950s.
受訪者：在 1950 年代初期。
Interviewer: And when did you get married?
訪談者：那你什麼時候結婚的？
Interviewee: In 1956.受訪者：在 1956 年。
Interviewer: Well, that’s all the questions I have. Thanks for your help with my project.
面試官：好吧，我的問題就這些。謝謝你對我的項目的幫助。
Interviewee: You’re welcome. I haven’t talked about the war for a long time.
受訪者：不客氣。我很久沒有談論戰爭了。
Interviewer: Could you fill out this critique form and mail it to my professor?
面試官：你能填寫這份評價表並寄給我的教授嗎？
Interviewee: Sure.受訪者：當然。

Student Activities學生活動

Watch an interview program on C-SPAN or an interview on sportingnews.com. Identify the types of questions asked. Which types of questions dominate? Which types of probing questions does the interviewer use? What question pitfalls can you detect?
觀看 C-SPAN 上的訪談節目或在 sportingnews.com 上的訪談。識別所提問的問題類型。哪種類型的問題佔主導地位？訪問者使用了哪些類型的深入問題？你能發現哪些問題的陷阱？
Prepare two sets of 10 questions-one with all neutral questions and one with at least four leading questions. Interview four people, two with each list of questions. How did the answers vary to the neutral and leading questions? How did different people (age, gender, education, and occupation) react to leading and neutral questions?
準備兩組各 10 個問題——一組為中立問題，另一組至少包含四個引導性問題。訪問四個人，兩人使用每組問題。中立問題和引導性問題的回答有何不同？不同的人（年齡、性別、教育和職業）對引導性和中立問題的反應有何不同？
Select a current local or national controversial issue and conduct two 8 - to 10-minute interviews. Use only primiary, open-ended questions in the first, and in the second, ask the same primary, open-ended questions plus probing questions. Compare and contrast the amount and nature of the information you attain in each interview.
選擇一個當前的地方或國家有爭議的議題，並進行兩次 8 到 10 分鐘的訪談。在第一次訪談中僅使用主要的開放式問題，而在第二次訪談中則使用相同的主要開放式問題加上深入問題。比較和對比在每次訪談中獲得的信息的數量和性質。
Create a list of closed questions, including a number of bipolar questions, on a controversial issue. Interview three people, a friend or family member, an acquaintance, and a stranger. Which ones gave you closed, bipolar answers and which elaborated regardless of question types used? How can you explain the differences in the responses? What does this tell you about asking closed questions?
創建一個封閉式問題的清單，包括一些雙極問題，針對一個有爭議的議題。訪問三個人，一位朋友或家人、一位熟人和一位陌生人。哪一位給了你封閉的、雙極的回答，哪一位則無論問題類型如何都進行了詳細闡述？你如何解釋這些回答的差異？這告訴你關於提出封閉式問題的什麼？
Tape-record a series of investigative interviews during a program such as 20/20, 60 Minutes, or Dateline and see if you can detect common question pitfalls. Which were intentional and which were unintentional? How did these affect the answers received? How did they appear to affect the climate of the interview?
錄音一系列調查性訪談，例如 20/20、60 Minutes 或 Dateline，看看你是否能發現常見的問題陷阱。哪些是故意的，哪些是無意的？這些如何影響所獲得的回答？它們似乎如何影響訪談的氛圍？

Notes備註

Joyce Kasman Valenza, “For the best answers, ask tough questions,” The Philade/phia Inquirer, April 20, 2000; http://www.joycevalenza.com/questions.html, accessed September 26, 2006.
See Stanley L. Payne, The Art of Asking Questions (Princeton, NJ: Princeton University Press, 1980), for an excellent discussion of types and uses of questions and difficulties in phrasing questions.
參見 Stanley L. Payne, The Art of Asking Questions (普林斯頓，新澤西州：普林斯頓大學出版社，1980)，以獲得有關問題類型及其使用以及提問困難的優秀討論。
Payne (1980), p. 204.
Payne (1980)，第 204 頁。
Robert L. Kahn and Charles F. Cannell, The Dynamics of Interviewing (New York: John Wiley & Sons, 1964), p. 205.
羅伯特·L·卡恩和查爾斯·F·坎奈爾，《訪談的動態》（紐約：約翰·威利與兒子，1964 年），第 205 頁。
Lillian Glass, He Says, She Says: Closing the Communication Gap between the Sexes (New York: Putnam, 1993), pp. 45-59.
莉莉安·格拉斯，《他說，她說：縮小性別之間的溝通差距》（紐約：普特南，1993 年），第 45-59 頁。

Resources資源

A Questioning Toolkit, The Educational Technology Journal, 7, November-December, 1997; http://www.fno.org/nov97/toolkit.html, September 26, 2006.
一個質疑工具包，《教育科技期刊》，第 7 期，1997 年 11 月至 12 月；http://www.fno.org/nov97/toolkit.html，2006 年 9 月 26 日。
Payne, Stanley L. The Art of Asking Questions. Princeton, NJ: Princeton University Press, 1980.
佩恩，斯坦利·L。《提問的藝術》。普林斯頓，新澤西州：普林斯頓大學出版社，1980 年。

Types of Questions, http://www2.warwick.ac.uk/services/careers/undergrad/hunting/ inttestass/interview/plan/, September 26, 2006.
問題類型，http://www2.warwick.ac.uk/services/careers/undergrad/hunting/inttestass/interview/plan/，2006 年 9 月 26 日。

What are the basic types of questions you can ask during an interview? http://scism.sbu .ac.uk/inmandw/tutorials/kaqa/qu7.htm, September 26, 2006.
面試中可以提出的基本問題類型有哪些？ http://scism.sbu .ac.uk/inmandw/tutorials/kaqa/qu7.htm，2006 年 9 月 26 日。

Wood, Julia T. But I Thought You Meant . . . Misunderstandings in Human Communication. Mountain View, CA: Mayfield, 1998.

Since each interview has a predetermined and serious purpose, each has a degree of structure, the extent and nature of which are determined by purpose, length, and complexity. Different types of interviews (survey, recruiting, persuasion, counseling) may require a somewhat different structure, but fundamental principles and techniques apply to all. This chapter focuses on these principles and techniques and how they apply to the three major interview parts: opening, body, and closing.
由於每次訪談都有預定且嚴肅的目的，因此每次訪談都有一定的結構，其程度和性質由目的、長度和複雜性決定。不同類型的訪談（調查、招聘、說服、諮詢）可能需要稍微不同的結構，但基本原則和技術適用於所有訪談。本章重點介紹這些原則和技術，以及它們如何應用於三個主要的訪談部分：開場、主體和結尾。

Opening the Interview開場面試

The few seconds or minutes of the opening are critical. What you do and say, or fail to
開場的幾秒鐘或幾分鐘是至關重要的。你所做的和所說的，或未能做到的

It takes two parties to launch an interview successfully. do and say, influences how the other party perceives self, you, and the situation. The opening sets the tone for the interview and affects willingness and ability to go beyond Level 1 interactions. It may determine whether an interview continues or ends prematurely. The tone may be serious or lighthearted, optimistic or pessimistic, professional or nonprofessional, formal or informal, threatening or nonthreatening, relaxed or tense.
成功進行一次訪談需要雙方的參與。行動和言語會影響對方對自我、你以及情境的感知。開場白為訪談定下基調，並影響超越第一層次互動的意願和能力。這可能決定訪談是否會繼續或提前結束。基調可以是嚴肅的或輕鬆的、樂觀的或悲觀的、專業的或非專業的、正式的或非正式的、威脅性的或非威脅性的、放鬆的或緊張的。
A poor opening may lead to a defensive climate with superficial, vague, and inaccurate responses. If dissatisfied with the opening, a party may say no, walk away, close the door, or hang up the phone.
不良的開場可能導致防禦性的氛圍，並產生表面、模糊和不準確的回應。如果對開場不滿意，一方可能會拒絕、離開、關上門或掛斷電話。

The primary function of the opening is to motivate both parties to participate willingly and to communicate freely and accurately. Motivation is a mutual product of interviewer and interviewee, so every opening must be a dialogue, not a monologue. It is done with the other party, not to the other party. Too often the interviewee is given little opportunity to say anything beyond single-word responses to opening questions such as “How are you this morning?” “Nice day, isn’t it?” and “Got a minute?”
開場的主要功能是激勵雙方自願參與並自由準確地交流。動機是面試官和面試者的共同產物，因此每個開場必須是對話，而不是獨白。這是與對方進行的，而不是對對方進行的。面試者往往很少有機會在開場問題如「你今天早上怎麼樣？」、「今天天氣不錯，是吧？」和「有空嗎？」之外發表任何意見。

The Two-Step Process兩步驟過程

The opening is a two-step process of establishing rapport and orienting the other party that encourages active participation and willingness to continue into the body of the interview. What is included and how content is shared depends upon interview type, the situation, relationship, and preference.
開場是一個建立關係和引導對方的兩步驟過程，旨在鼓勵積極參與並願意繼續進入訪談的主體。所包含的內容及其分享方式取決於訪談類型、情境、關係和偏好。

Establish Rapport建立關係

Rapport is a process of establishing and sustaining a relationship between interviewer and interviewee by creating feelings of goodwill and trust. You may begin with a selfintroduction (“I’m Jessica McClone from technical assistance”) or a simple greeting if
建立融洽關係是一個在面試官和受訪者之間建立和維持關係的過程，通過創造善意和信任的感覺。您可以從自我介紹開始（“我是來自技術援助的傑西卡·麥克隆”）或簡單的問候開始，如果

Do not overdo small talk or compliments.
不要過度進行寒暄或讚美。

Be careful of assuming too much or too little about the other party.
小心對對方的假設過多或過少。
the relationship is close (“Good morning, Jim”) accompanied by appropriate nonverbal actions such as a firm handshake, eye contact, a smile, a nod, and a pleasant, friendly voice. The rapport step may proceed to personal inquiries (“How’s your semester going?”). Small talk about the weather, mutual acquaintances, families, sports, or news events is common and often expected. Consider flavoring a personal inquiry and small talk with tasteful and appropriate humor.
關係密切（「早安，吉姆」），伴隨著適當的非語言行為，如堅定的握手、眼神接觸、微笑、點頭以及愉快友好的聲音。建立融洽關係的步驟可能會進一步進行個人詢問（「你的學期過得怎麼樣？」）。關於天氣、共同認識的人、家庭、運動或新聞事件的閒聊是常見且通常被期待的。考慮用得體且適當的幽默來調味個人詢問和閒聊。

Customs of a geographical area, organizational traditions or policies, culture, status differences, relationship, formality of the occasion, interview type, and situation determine the appropriate verbal and nonverbal rapport-building techniques of each interview. Do not refer to strangers, superiors, or high-status persons by first names unless asked to do so. Limit humor or small talk when a party is busy or the situation is highly formal or serious. Overdoing sweet talk such as congratulations, praise, and expressions of admiration can turn off an interview party. Be sincere.
地理區域的習俗、組織傳統或政策、文化、地位差異、關係、場合的正式程度、面試類型和情境決定了每次面試中適當的言語和非言語建立關係的技巧。除非被要求，否則不要以名字稱呼陌生人、上級或高地位的人。在一方忙碌或情況高度正式或嚴肅時，應限制幽默或閒聊。過度的甜言蜜語，如祝賀、讚美和讚賞的表達，可能會讓面試方感到厭煩。要真誠。

Orient the Other Party
引導對方

Orientation is usually the second step in the opening. You may explain the purpose, length, nature of the interview, how the information will be used, and why and how you selected this party to interview. Study each situation carefully to determine the extent and nature of orientation that is essential.
定向通常是開場的第二步。您可以解釋面試的目的、長度、性質，信息將如何使用，以及您為什麼和如何選擇這個受訪者。仔細研究每種情況，以確定所需的定向程度和性質。

Do not assume that because you and the other party appear to be similar (sex, age, appearance, language, educational background, or culture) that you are similar in ways critical to the success of the interview. LaRay Barna warns that "The aura of similarity is a serious stumbling block to successful intercultural communication. A lookalike facade is deceiving when representatives from contrasting cultures meet, each wearing Western dress, speaking English, and using similar greet-
不要假設因為你和對方在性別、年齡、外貌、語言、教育背景或文化上看起來相似，就在對於面試成功至關重要的方面也相似。LaRay Barna 警告說：「相似的外表是成功進行跨文化交流的一個嚴重障礙。當來自對立文化的代表相遇時，彼此穿著西方服裝、講英語並使用相似的問候語，這種相似的外表是具有欺騙性的。」

What you do and say in the opening seconds sets the tone for the remainder of the interview. ing rituals."

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You may assume that you also share similar nonverbal codes, beliefs, attitudes, or values. “Unless there is overt reporting of assumptions made by each party, which seldom happens, there is no chance of comparing impressions and correcting misinterpretations.” Be sure orientation is mutual so each knows the other and what to expect during the interview.
您在開場的幾秒鐘內所做和所說的事情為面試的其餘部分定下了基調。您可以假設您也共享類似的非語言代碼、信念、態度或價值觀。“除非各方明確報告所做的假設，這種情況很少發生，否則就沒有機會比較印象並糾正誤解。” 確保雙方的方向是相互的，以便每個人都知道對方以及在面試期間的期望。

Rapport and orientation are often intermixed and reduce relational uncertainty. By the end of the opening, both parties should be aware of important similarities, the desire of each to take part in the interview, degree of warmth or friendliness, how control will be
關係和定向常常交織在一起，並減少關係的不確定性。在開場結束時，雙方應該意識到重要的相似之處、各自參與面試的願望、親切或友好的程度，以及控制將如何進行。
shared, and levels of trust. An inadequate opening may mislead either party and create problems during an interview. Recall how angry you became when you discovered that an appeal for assistance from a stranger at your apartment door turned out to be a ruse to sell you magazine subscriptions.
共享和信任程度。不充分的開場可能會誤導任一方，並在面試過程中造成問題。回想一下，當你發現一位陌生人在你公寓門口求助實際上是為了向你推銷雜誌訂閱時，你是多麼生氣。

The rapport and orientation steps are illustrated in the following opening.
以下開場中說明了建立關係和定向步驟。

Interviewer: Good morning, Josh. I see you’re getting settled into your new office.
面試官：早安，喬希。我看到你正在適應你的新辦公室。
Interviewee: Hi Sarah. Yeah, I’m pretty well moved in, just a few boxes left.
受訪者：嗨，莎拉。是的，我已經搬得差不多了，只剩下幾個箱子。
Interviewer: How do the kids like their new schools?
訪談者：孩子們對他們的新學校有什麼看法？
Interviewee: Fine so far. Several of their classmates live in the neighborhood.
受訪者：到目前為止很好。他們的幾位同學住在附近。
Interviewer: That’s great. It’s good to have you on the staff. I want to make arrangements for your new computer and software. We want to be sure you have everything you need as soon as possible, so I have some questions to ask before sending out orders.
面試官：這很好。很高興你能加入我們的團隊。我想為你的新電腦和軟體做安排。我們希望確保你能儘快擁有所需的一切，所以在發出訂單之前我有一些問題要問。
Interviewee: Good. I’m anxious to get started, and I have a number of specific needs and concerns. Please have a seat.
受訪者：很好。我迫不及待想要開始，我有一些具體的需求和擔憂。請坐。

Opening Techniques開場技巧

Be creative when opening interviews, and always adapt to the interviewee and the situation rather than rely on a stock opening. The following opening techniques may build rapport, orient the other party, or serve as complete openings.
在開場面試時要有創意，並始終根據受訪者和情況進行調整，而不是依賴固定的開場白。以下的開場技巧可以建立融洽關係、引導對方，或作為完整的開場白。

State the Purpose陳述目的

This technique explains why you are conducting the interview.
這項技術解釋了你為什麼要進行面試。

Adapt the opening to each interviewee and situation.
根據每位受訪者和情況調整開場白。

Example: (a student to a professor) I’ve stopped by to talk to you about how I’m developing my outline for the midterm take-home paper. It’s taking a long time to develop, and I’m still not sure I’m doing it the way you suggested in class.
例子：（一名學生對教授）我來找您談談我如何為期中考的家庭作業撰寫大綱。這花了我很長時間來發展，我仍然不確定我是否按照您在課堂上建議的方式進行。

There are occasions, however, when stating a detailed purpose would make its achievement difficult. This is the case in some research, survey, and sales interviews. You may need to withhold a specific purpose until later in the interview to get honest, unguarded answers, to motivate the interviewee to take part, or to avoid defensiveness.
然而，有時候，詳細說明目的會使其實現變得困難。在某些研究、調查和銷售訪談中就是這種情況。您可能需要在訪談的後期才透露具體目的，以獲得誠實、無防備的回答，激勵受訪者參與，或避免防禦性反應。

Example: (an opinion poll for the Republican or Democratic Party three weeks prior to an election) I’m conducting a poll to determine how registered voters are leaning as the primary election approaches.
例子：（在選舉前三週針對共和黨或民主黨的民意調查）我正在進行一項調查，以確定註冊選民在初選臨近時的傾向。

Summarize a Problem總結問題

This technique is appropriate when an interviewee is unaware of a problem, vaguely aware of it, or unaware of details. Be sure the summary informs the interviewee but does not spill into the body of the interview.
當受訪者對問題毫無察覺、模糊意識到或對細節不知情時，這種技術是合適的。確保摘要能告知受訪者，但不會滲透到訪談的主體中。

Example: As you know, we began to outsource a lot of our photographic services
例如：正如您所知，我們開始將許多攝影服務外包

Know when知道何時

to end the opening and move on.
結束開場並繼續。

about a year ago. At first this seemed to work quite well, but in recent months it
大約一年前。起初這似乎運作得相當好，但在最近幾個月它
has taken us longer and longer to get pictures, slides, and overheads prepared, cost has increased nearly 20 percent, and the quality has slipped. I’d like to talk to you about this situation.
準備圖片、幻燈片和投影片的時間越來越長，成本增加了近 20％，而質量也下降了。我想和你談談這種情況。

Explain How a Problem Was Discovered
解釋問題是如何被發現的

This technique explains how a problem was detected and perhaps by whom. Be honest and specific in revealing sources of information without placing the interviewee on the defensive.
這項技術解釋了問題是如何被發現的，以及可能是由誰發現的。在揭示信息來源時，要誠實且具體，避免讓受訪者感到防備。

Example: Last night Gretchen came back to the building to pick up some materials for a presentation, and she discovered the front door propped open with a piece of wood, the printer room door open, and the graduate student computer lab unlocked. We obviously need to think about after-hours security.
昨晚，格雷琴回到大樓取一些材料以準備報告，她發現前門用一塊木頭撐開，印表機房的門是開著的，研究生電腦實驗室也沒有上鎖。我們顯然需要考慮下班後的安全問題。

Offer an Incentive or Reward
提供獎勵或獎賞

An incentive can be effective if it is appealing to the interviewee. It must be significant enough to make a difference and appropriate for the interview and situation. Because many sales pitches include a gift to motivate people to participate, it may become difficult to convince a respondent that you are conducting a research, journalistic, or survey interview if you offer an incentive.
如果激勵措施對受訪者具有吸引力，它就能有效。它必須足夠重要以產生影響，並且適合面試和情況。由於許多銷售推銷中包括贈品以激勵人們參與，因此如果您提供激勵，可能會很難說服受訪者您正在進行研究、新聞或調查訪談。

Example: I’m looking for students interested in taking part in a long-range study of college drinking habits, so l’m contacting first-year students such as you. My grant allows me to pay participants

$ 5.00

for each weekly report they submit. Reports take about 15 minutes to complete.
範例：我正在尋找有興趣參加一項有關大學飲酒習慣的長期研究的學生，因此我聯繫了像你這樣的第一年學生。我的資助允許我支付參與者每提交一份每週報告

$ 5.00

。報告大約需要 15 分鐘來完成。

Request for Advice or Assistance
請求建議或協助

Be sincere in offering incentives or requesting advice.
在提供激勵或請求建議時要真誠。

This is a common interview opening because help is often what an interviewer needs. Be sure the need is clear, precise, and one the interviewee can satisfy. Be sincere in asking for advice. Do not use this opening as a technique for another purpose such as networking, climbing the ladder, boosting one’s ego, or “kissing up” to a superior.
這是一個常見的面試開場，因為幫助通常是面試官所需要的。確保需求清晰、精確，並且是面試者可以滿足的。誠懇地請求建議。不要將這個開場用作其他目的，例如建立人脈、爬升職位、提升自我形象或對上司“拍馬屁”。

Example: Ralph, I’m lecturing tomorrow on the theory of cognitive dissonance in my persuasion course. Would you look over my outline and give me some pointers? I know you have done research on this theory.
例子：拉爾夫，我明天在我的說服課程中講授認知失調理論。你能幫我看看我的大綱並給我一些建議嗎？我知道你對這個理論有研究。

Refer to the Known Position of the Interviewee
參考受訪者的已知位置

This technique identifies the interviewee’s position on an issue or problem. Be cautious because a tactless or seemingly hostile reference to a known position may create a defensive attitude or antagonize the other party. A common problem is an inaccurate interpretation of the position.
這項技術識別受訪者對某個議題或問題的立場。要小心，因為對已知立場的無禮或看似敵意的提及可能會引發防禦態度或激怒對方。一個常見的問題是對立場的不準確解釋。

Example: Professor Knox, I know your position on extra credit work in your lecture course, but I would like to make a case for an exception.
範例：諾克斯教授，我知道您對於在您的講座課程中額外學分工作的立場，但我想為例外情況提出理由。

Refer to the Person Who Sent You to the Interviewee
請參考將您推薦給面試者的人

A referral is an excellent means of connecting positively with another party. Never use a person’s name without permission to do so, and be sure the person you name did send you. Discover if the interviewee knows, respects, and likes the person you intend to name. It can be embarrassing or disastrous to discover after using a name that the interviewee does not recall or dislikes the reference.
推薦是一種與另一方建立積極聯繫的絕佳方式。切勿在未經許可的情況下使用某人的名字，並確保您提到的人確實是推薦您的人。了解面試者是否認識、尊重並喜歡您打算提到的人。如果在使用某個名字後發現面試者不記得或不喜歡該參考，這可能會令人尷尬或造成災難。

Example: I’m considering a career in labor-management relations, and my counselor, Jared Ortman, said you had spent nearly 20 years in such a career before coming to the College of Management.
範例：我正在考慮從事勞資關係的職業，我的顧問賈瑞德·奧特曼說您在來到管理學院之前，已經在這個職業上工作了近 20 年。

Refer to Your Organization
參考您的組織

Know what to知道該怎麼做

do if references to an organization generate negative reactions.
如果對某個組織的引用引發負面反應，則應該這樣做。

Often you must refer to an organization you represent (company, hospital, government agency, church) to give you your identity. Your position with an organization may dictate whom you interview, when, where, and why. Realize that some interview parties will not be fans of your organization, particularly if you represent potential lawsuits, regulatory enforcement, or legal investigations.
您經常必須提及您所代表的組織（公司、醫院、政府機構、教會）以確立您的身份。您在組織中的職位可能會決定您面試的對象、時間、地點和原因。請意識到，某些面試方可能不會支持您的組織，特別是如果您代表潛在的訴訟、監管執法或法律調查。

Example: (over the telephone) Good evening, is this Cynthia Dollar? . . . I’m Mike McMasters with the Mayor’s commission on revitalizing old neighborhoods.
範例：（透過電話）晚上好，這是辛西婭·道拉嗎？……我是邁克·麥克馬斯特，來自市長的舊社區振興委員會。

Request a Specific Amount of Time
請求特定的時間量

預約超過 5 人的面試

Make an

appointment

for interviews

of more than 5

or 10 minutes.或 10 分鐘。

Ask for or state a realistic time, and by the end of this period, either complete the task or begin to close the interview. Give the interviewee an opportunity to continue the interview or to terminate it, perhaps arranging for another meeting. “Got a second?” is probably the most overused and misused interview opening.
要求或陳述一個現實的時間，並在這段時間結束時，完成任務或開始結束面試。給受訪者一個繼續面試或終止面試的機會，也許安排另一個會議。“有空嗎？”可能是最常被過度使用和誤用的面試開場白。

Example: Sean, do you have about 10 minutes to discuss the applicant who is joining us for lunch?
範例：肖恩，你有大約 10 分鐘的時間來討論一下將與我們共進午餐的申請者嗎？

Ask a Question提問

Open-ended, easy to answer questions may enhance trust and begin to orient the interviewee. Common opening questions include:
開放式、易於回答的問題可能增強信任並開始引導受訪者。常見的開場問題包括：

Examples: How did you hear about Whispering Pines Guest Ranch?
範例：你是怎麼聽說到耳語松樹客棧的？
What can I do to help with the Habitat for Humanity house our church is building?
我可以做些什麼來幫助我們教會正在建造的仁人家園房屋？
What are you looking for in study abroad programs?
你在尋找什麼樣的留學計劃？

Be careful of employing closed questions that can be answered with a quick no. Common closed, dead-end questions are:
小心使用可以用簡單的「不」來回答的封閉式問題。常見的封閉式死胡同問題包括：

Examples: Can I help you?
例子：我可以幫助你嗎？
Do you need assistance?
您需要協助嗎？
What are you looking for?
你在尋找什麼？

Many interviewees find questions with a single, obvious answer, yes-no questions, insulting.
許多受訪者認為只有單一明確答案的問題，即是非問題，令人感到冒犯。

Examples: Do you like my class?
例子：你喜歡我的課嗎？
Are we going to do anything important in class today?
今天課堂上我們會做什麼重要的事情嗎？
Do you want a rewarding position?
你想要一個有成就感的職位嗎？
These 10 opening techniques provide a variety of ways to open interviews effectively.
這十種開場技巧提供了多種有效開啟面試的方法。

Use a Combination使用組合

Make the opening a dialogue between two parties.
讓開場成為雙方之間的對話。

First impres-第一次印象

sions often determine the tone and flow of communication.
會議通常決定了溝通的語氣和流暢度。

Know when知道何時

and with whom touch is appropriate.
並且與誰的接觸是合適的。

Many openings include a strategic combination of techniques. Create an opening that is most appropriate for each interview and situation and avoid the temptation to use a standard or stock opening. We are all creatures of habit, and if a technique works well once, we may assume it is appropriate for a variety of situations. Above all, involve the interviewee in the opening. As an interviewee, insist on playing an active role from the beginning. Too many interviewers make the opening a monologue in which the interviewee is a mere bystander.
許多開場白包含了技術的戰略組合。為每次面試和情況創建最合適的開場白，並避免使用標準或固定的開場白。我們都是習慣的生物，如果某種技術在一次中運作良好，我們可能會假設它適用於各種情況。最重要的是，讓受訪者參與開場白。作為受訪者，堅持從一開始就扮演積極的角色。太多的面試官將開場白變成獨白，受訪者只是旁觀者。

Nonverbal Communication in Openings
開場中的非語言溝通

Verbal opening techniques must be accompanied by appropriate nonverbal communication. An effective opening depends upon how you look, act, and say what you say. Nonverbal communication is critical in creating a good first impression. It signals sincerity, trust and trustworthiness, warmth, interest, the seriousness of the interview, and the emotions being experienced.
口頭開場技巧必須伴隨適當的非語言溝通。有效的開場取決於你的外表、行為以及你所說的話。非語言溝通在創造良好的第一印象中至關重要。它傳達了誠意、信任和可靠性、溫暖、興趣、面試的嚴肅性以及所經歷的情感。

Territoriality領土性

Always knock before entering a room, even if the door is open, you are a superior, or you are in your own home, building, or organization. You are entering another’s space, and any perceived violation of this territory is likely to begin an interview poorly. Wait until the other party signals to enter with a smile, head nod, wave, or pointing to a chair. Maintain good eye contact without staring because it shows trust and allows you to pick up nonverbal signals that say “come in,” “be seated,” “sit there,” and “I’m interested/ willing to talk to you.”
在進入房間之前，務必敲門，即使門是開著的，您是上級，或者您在自己的家、建築或組織中。您正在進入他人的空間，任何被感知為對這個領域的侵犯都可能會使面談開始得不太順利。等到對方用微笑、點頭、揮手或指向椅子來示意您進入。保持良好的眼神接觸，但不要盯著看，因為這顯示出信任，並使您能夠捕捉到非語言信號，這些信號表達了“請進”、“請坐”、“坐那裡”和“我有興趣/願意和您交談”。

Appearance and Dress外觀與服裝

Your appearance and dress contribute a great deal to first impressions. Both should communicate attractiveness, neatness, maturity, professionalism, and knowledge of what is appropriate dress for this interview and setting. Do not let physical appearance signal catastrophe when the interview will deal with routine matters, friendliness when you are about to discipline a person, warmth when you are angry, happiness when a major problem needs urgent attention, or closeness when you have never met.
你的外貌和穿著對第一印象有很大影響。兩者都應該傳達吸引力、整潔、成熟、專業以及對於這次面試和環境適當穿著的了解。不要讓外表在面試中傳達出災難的信號，當面對例行事務時表現出友好，當你即將對某人進行紀律處分時表現出溫暖，當你生氣時表現出快樂，當一個重大問題需要緊急關注時表現出快樂，或在你從未見過的情況下表現出親近感。

Touch觸摸

If shaking hands is appropriate for the relationship and the situation, give a firm but not crushing handshake. Be careful of overdoing handshaking with acquaintances
如果握手對於關係和情況是合適的，請給予一個堅定但不過於用力的握手。要注意不要對熟人過度握手。
and colleagues or during informal interviews. Touching another on the hand, arm, or shoulder is generally appropriate only when both parties have an established and close relationship.
在與同事或進行非正式訪談時，觸碰對方的手、手臂或肩膀通常只有在雙方建立了親密關係的情況下才是合適的。

Reading Nonverbal Communication
閱讀非語言溝通

Sex and culture regulate nonverbal communication in openings.
性別和文化調節開場中的非語言交流。

Do not underestimate the importance of verbal and nonverbal communication in openings, but do not read too much into simple words and nonverbal acts or try to read everyone the same. Even people of apparently similar backgrounds may differ significantly in communicative behavior.
不要低估口頭和非口頭溝通在開場中的重要性，但也不要對簡單的言語和非口頭行為過度解讀，或試圖將每個人都解讀為相同。即使是看似相似背景的人，在溝通行為上也可能有顯著的差異。

Lillian Glass has catalogued 105 “talk differences” between American men and women in basic areas of communication: body language, facial language, speech and voice patterns, language content, and behavioral patterns. She has found that men touch others more often, tend to avoid eye contact and not look directly at the other person, sound more abrupt and less approachable, make direct accusations, and give fewer compliments.

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莉莉安·格拉斯已經編纂了美國男性和女性在基本溝通領域中的 105 種「談話差異」：肢體語言、面部語言、語音和聲音模式、語言內容以及行為模式。她發現男性更頻繁地觸碰他人，傾向於避免眼神接觸並不直接看著對方，聽起來更為生硬且不易接近，會直接指責他人，並且給予的讚美較少。

Americans share rules for greeting others, but these rules may not be shared with other cultures. Shaking hands, for instance, is a Western custom, particularly in the United States, so do not ascribe meaning to firmness or lack of firmness when interviewing persons from other cultures. They may see handshaking as merely a quaint Western custom of little importance. While Americans expect persons to look them in the eyes to exhibit trust, openness, and sincerity, other cultures consider such eye contact to be impolite and insulting. The United States is not a touching society, but do not be shocked if a party from Italy or Latin America touches you during an opening.
美國人在打招呼時有一些規則，但這些規則可能不會與其他文化共享。例如，握手是西方的習俗，特別是在美國，因此在面試來自其他文化的人時，不要將握手的力度或缺乏力度賦予意義。他們可能會將握手視為一種不重要的古怪西方習俗。雖然美國人期望他人直視他們的眼睛以表現信任、開放和真誠，但其他文化則認為這種眼神接觸是不禮貌和侮辱的。美國不是一個喜歡肢體接觸的社會，但如果來自意大利或拉丁美洲的人在開場時觸碰你，請不要感到震驚。

Quiz #1—Interview Openings
測驗 #1—面試開場白

How satisfactory is each of the following openings? Consider the interviewing situation and type, the techniques used, and what is omitted. How might each be improved? Do not assume that each opening is unsatisfactory.
每一個以下開場白的滿意度如何？考慮面試情境和類型、所使用的技巧以及所省略的內容。每個開場白如何改進？不要假設每個開場白都是不滿意的。

This interview is taking place at the front door of an apartment near a college campus. The parties have never met.
這次訪談在一個靠近大學校園的公寓前門進行。雙方從未見過面。
Interviewer: Good afternoon, Ginny. (smiling, shakes hands vigorously) Got a couple of seconds?
面試官：下午好，金妮。（微笑，熱情握手）有幾秒鐘的時間嗎？
Interviewee: l’m studying for a final.
受訪者：我正在為期末考試而學習。
Interviewer: Good. I’m conducting a survey about apartment conditions around the campus area and have a few questions. How long have you lived in this apartment?
訪問者：很好。我正在進行一項有關校園周邊公寓條件的調查，並有幾個問題。您在這個公寓住了多久？
This is a recruiting interview for a marketing position with a women’s clothing chain. Interviewer: Hi. (shakes hands) I’m Janet Ho with Wilderness Casuals. Did you have a good drive down?
這是一個針對女性服裝連鎖店的市場營銷職位的招聘面試。面試官：嗨。（握手）我是來自 Wilderness Casuals 的 Janet Ho。你下來的路程還好嗎？
Interviewee: Yes.受訪者：是的。
Interviewer: Awesome. Well, let me begin by asking what you know about Wilderness Casuals.
面試官：太棒了。那麼，讓我先問問你對 Wilderness Casuals 了解多少。
This interview is taking place in a professor’s office during her office hours. The student is one of nearly 300 in a large lecture course.
這次訪談是在一位教授的辦公室內進行，時間是她的辦公時間。這位學生是近 300 名大型講座課程中的一員。
Interviewer: Are we going to do anything important in class next Wednesday?
訪談者：我們下星期三的課堂上會有什麼重要的事情嗎？
Interviewee: Of course not!
受訪者：當然不是！
Interviewer: Oh, I didn’t mean that we don’t usually do important things in your class. I may be on a field trip with my botany class and didn’t want to miss anything important.
面試官：哦，我不是說我們在你的課上通常不做重要的事情。我可能會和我的植物學班一起去實地考察，不想錯過任何重要的事情。
This interview is taking place in the hallway near the U.S. Senate chamber between an $A B C$ Capitol Hill correspondent and a senator. The senator is leaving the chamber to attend a subcommittee hearing on terrorism.
這次訪談在美國參議院議事廳附近的走廊進行，訪談者是一位國會山的記者和一位參議員。這位參議員正離開議事廳參加一個有關恐怖主義的子委員會聽證會。
Interviewer: Senator McCambridge! (waving and shouting) Would you comment on the chances of a terrorist attack during the fall election?
面試官：麥肯布里奇參議員！（揮手並大喊）您能否評論一下在秋季選舉期間發生恐怖襲擊的可能性？
Interviewee: We’re going to be addressing that today.
受訪者：我們今天將會討論這個問題。
Interviewer: Are you concerned?
面試官：你擔心嗎？
This interview is taking place between a manager and an assistant manager at a supermarket shortly before opening at 6:30 a.m.
這次訪談是在一家超市的經理和助理經理之間進行的，時間是在早上 6:30 開門前不久。
Interviewer: I saw Bill Dickens check in a few minutes ago. (serious tone of voiçe and frowning) Didn’t you reassign him to the evening shift like I told you last week?
面試官：我剛才看到比爾·狄肯斯登記進來了。（嚴肅的語氣和皺眉）你不是像我上週告訴你的那樣把他重新分配到晚班了嗎？
Interviewee: Yes and no.
受訪者：是和不是。
Interviewer: Did you or didn’t you?
面試官：你有還是沒有？
Interviewee: I’d like to talk to you about that.
受訪者：我想和你談談這個。

The Body of the Interview
訪談的主體

In a brief, informal interview, you may prepare little more than a few topic areas or questions and operate from memory or a piece of notepaper. For a longer, more formal interview, prepare a detailed outline of topics or carefully phrased questions. For formal interviews, such as surveys, prepare a schedule for the interview containing all questions and answer options.
在一次簡短、非正式的訪談中，您可能只需準備幾個主題領域或問題，並依靠記憶或一張便條紙進行。對於較長且更正式的訪談，請準備一份詳細的主題大綱或精心措辭的問題。對於正式的訪談，例如調查，請準備一份包含所有問題和回答選項的訪談時間表。

Interview Guide訪談指南

An interview guide contains topics, not questions.
訪談指南包含主題，而非問題。

An interview guide is a carefully structured outline of topics and subtopics to be covered during an interview. A guide helps you develop specific areas of inquiry, not a list of questions. This structure ensures coverage of all important topics and prevents forgetting important items during the heat of an interview. The guide may suggest followup questions and distinguish relevant from irrelevant information. It assists in recording answers and recall at a later date.
訪談指南是一個精心結構化的主題和子主題大綱，用於在訪談過程中涵蓋的內容。指南幫助您發展特定的探究領域，而不是一份問題清單。這種結構確保涵蓋所有重要主題，並防止在訪談過程中忘記重要事項。指南可能會建議後續問題，並區分相關和不相關的信息。它有助於記錄答案並在稍後的日期回憶。

Outline Sequences大綱序列

Since the interview guide is an outline, review the fundamentals of outlining learned over the years to impose a clear, systematic structure on each interview. Outline sequences are quite useful for interviews.
由於訪談指南是一個大綱，請回顧多年來學到的列大綱的基本原則，以便為每次訪談施加清晰、系統的結構。大綱序列對於訪談非常有用。

Sequences序列

help to幫助到

organize topics組織主題

and impose a並施加一個

degree of學位的

structure on結構上

interviews.訪談。

Sequences序列

organize topics組織主題
and impose a並施加一個
degree of structure on interviews.
訪談的結構程度。

A guide指南
ensures the consideration of all important topics and subtopics.
確保考慮所有重要主題和子主題。

A topical sequence follows natural divisions of a topic or issue. For example, an interview during a search for a graduate school might include admissions criteria, areas of study, degree requirements, faculty, funding sources, and information on the school and university. The traditional journalist’s guide consists of six key words: who, what, when, where, how, and why.
主題序列遵循主題或問題的自然劃分。例如，在尋找研究生院的過程中，面試可能包括入學標準、研究領域、學位要求、教職員、資金來源以及有關學校和大學的信息。傳統的新聞工作者指南由六個關鍵詞組成：誰、什麼、何時、在哪裡、如何以及為什麼。

A time sequence treats topics or parts of topics in chronological order. For instance, an interviewer explaining a tour of Alaska might begin with air travel to Anchorage and then proceed with the bus trip to Denali National Park, train travel from Denali back to Anchorage, a bus trip to Seward where the party boards a cruise ship, and then the cruise south to Seattle with stops at Valdez, Skagway, Juneau, and Ketchikan.
時間序列以時間順序處理主題或主題的部分。例如，一位面試官在解釋阿拉斯加之旅時，可能會從飛往安克雷奇的空中旅行開始，然後進行前往德納利國家公園的巴士旅行，從德納利返回安克雷奇的火車旅行，前往斯沃德的巴士旅行，然後登上郵輪南下至西雅圖，途中停靠瓦爾迪茲、斯卡圭、朱諾和基契坎。

A space sequence arranges topics according to spatial divisions: left to right, top to bottom, north to south, or neighborhood to neighborhood. A student guide to a college campus might take you to a classroom building, the library, residence halls, athletic facilities, and recreational facilities.
空間序列根據空間劃分安排主題：從左到右、從上到下、從北到南，或從鄰近到鄰近。一份大學校園的學生指南可能會帶你到教室大樓、圖書館、宿舍、運動設施和休閒設施。

A cause-to-effect sequence addresses causes and effects. For instance, what caused a serious decline in attendance at men’s basketball games, an increase in alcohol abuse on campus, or the fact that fewer companies are taking part in job fairs on campus. An interviewer might begin with a cause or causes and then proceed to effect, or discuss an apparent effect and then move to possible causes.
因果序列涉及原因和結果。例如，什麼導致男性籃球比賽的出席率嚴重下降、校園內酗酒問題的增加，或是越來越少的公司參加校園招聘會。面試官可能會從一個或多個原因開始，然後進入結果，或者討論一個明顯的結果，然後轉向可能的原因。

A problem-solution sequence consists of a problem phase and a solution phase. You might discuss your grade with a professor first by identifying what you consider to be a serious problem and then by looking for solutions to improve quiz and exam scores. You might discuss a knee problem with a trainer and then ways to relieve the problem.
問題-解決序列由問題階段和解決階段組成。您可以先與教授討論您的成績，通過確定您認為的嚴重問題，然後尋找改善小測和考試成績的解決方案。您可以與教練討論膝蓋問題，然後尋找緩解該問題的方法。

Developing an Interview Guide
發展面試指南

Let’s assume you are thinking about a safari to Kenya after graduating in May and before starting a position as a reporter with a Minneapolis television station. You have scheduled an interview with an experienced travel guide who is arranging his third safari to Kenya in May. First, decide on the major areas of information you want, such as the following topical sequence.
假設你在考慮在五月畢業後，並在開始擔任明尼阿波利斯電視台記者之前，前往肯尼亞進行一次野生動物探險。你已經安排了一次與一位經驗豐富的旅行導遊的面試，他正在安排他第三次於五月前往肯尼亞的野生動物探險。首先，決定你想要的主要資訊領域，例如以下主題順序。
I. CostI. 成本
II. Kenya as a destination
II. 肯尼亞作為目的地
III. Nature of the safari
III. 狩獵旅行的性質
IV. RequirementsIV. 要求

Second, place possible subtopics under each major topic, such as the following:
第二，將可能的子主題放在每個主要主題下，例如以下內容：
I. CostI. 成本
A. Transportation to and from the United States
A. 往返美國的交通
B. HousingB. 住房
C. MealsC. 餐點
D. SouvenirsD. 紀念品
E. TipsE. 提示
II. Kenya as a destination
II. 肯尼亞作為目的地
A. SafetyA. 安全
B. ClimateB. 氣候
C. TopographyC. 地形
D. Sites to see
D. 值得一看的地方
E. AnimalsE. 動物
III. Nature of the safari
III. 狩獵旅行的性質
A. Number of days
A. 天數
B. Transportation in Kenya
肯尼亞的交通運輸
C. Housing in Nairobi and the bush
C. 奈洛比及鄉村的住房
D. People on the safari
D. 野生動物園中的人們
E. MealsE. 餐點
F. ActivitiesF. 活動
IV. RequirementsIV. 要求
A. LanguageA. 語言
B. ImmunizationsB. 疫苗接種
C. Physical conditionC. 身體狀況
D. ClothingD. 服裝
E. EquipmentE. 設備

Third, determine if there are subtopics of subtopics. For instance, you might want to know average temperature, typical breakfasts, safety from terrorists as well as animals, background of people on the safari, and specific types of clothing such as shoes, raingear, and hats. You may not know enough to develop subdivisions under some headings, or will discover subtopics as the interview progresses.
第三，確定是否存在子主題的子主題。例如，您可能想了解平均氣溫、典型早餐、來自恐怖分子以及動物的安全、參加狩獵旅行的人員背景，以及特定類型的服裝，如鞋子、雨具和帽子。您可能對某些標題下的細分了解不夠，或者會在訪談進行中發現子主題。

It is not unusual to employ more than one outline sequence in an interview. The sample outline is a topical sequence of major divisions, but a spatial sequence might be appropriate for subdivisions under housing.
在面試中使用不止一種大綱順序並不罕見。樣本大綱是主要部分的主題順序，但對於住房下的細分，空間順序可能更為合適。

Interview Schedules訪談時間表

A Nonscheduled Interview
非排程訪談

After completing an interview guide, decide if additional structuring and preparation are needed. The guide may be sufficient, or you may transform all or part of it into questions. If you settle on a guide, you will conduct a nonscheduled interview with no questions prepared in advance. The nonscheduled interview is most appropriate when an interview will be brief, the information area is extremely broad, interviewees and information levels differ significantly, interviewees are reluctant to respond or have poor memories, or there is little preparation time.
在完成訪談指南後，決定是否需要額外的結構和準備。該指南可能已經足夠，或者您可以將其全部或部分轉換為問題。如果您選擇使用指南，您將進行一次未安排的訪談，並且沒有提前準備問題。未安排的訪談最適合在訪談時間較短、信息範圍極為廣泛、受訪者和信息水平差異顯著、受訪者不願意回答或記憶力差，或準備時間有限的情況下進行。

A nonscheduled interview gives you unlimited freedom to probe into answers and to adapt to different interviewees and situations because it is the most flexible of interview schedules. However, nonscheduled interviews require considerable interviewer skill and are difficult to replicate from one interview to another. You may have difficulty controlling for time limits. And interviewer bias may creep into unplanned questions. Interviewer bias occurs when interviewees respond in
非預定的訪談給予你無限的自由來深入探討答案，並根據不同的受訪者和情況進行調整，因為它是最靈活的訪談安排。然而，非預定的訪談需要相當的訪談者技巧，並且難以從一次訪談複製到另一個訪談。你可能會在控制時間限制方面遇到困難。而且，訪談者偏見可能會潛入未計劃的問題中。訪談者偏見發生在受訪者的回應中。
ways they think you want them to respond rather than reveal true feelings, attitudes, beliefs, or intentions.
他們認為你希望他們如何回應，而不是揭示真實的感受、態度、信念或意圖。

A Moderately Scheduled Interview
適度安排的訪談

A moderately scheduled interview contains all major questions with possible probing questions under each. The sentences and phrases in a guide become questions. The moderate schedule, like the nonscheduled interview, allows freedom to probe into answers and adapt to different interviewees, but it also imposes a greater degree of structure, aids in recording answers, and is easier to conduct and replicate. You need not create every question on the spot but have them thought out and carefully worded in advance. This lessens pressures during the interyiew. Since interview parties tend to wander during unstructured interviews, listing questions makes it-easier to keep on track and return to a structure when desired. Journalists, medical personnel, recruiters, lawyers, police officers, and insurance investigators, to name a few, use moderately scheduled interviews. A moderately scheduled interview would look like this:
一個中等安排的訪談包含所有主要問題以及每個問題下可能的深入問題。指導中的句子和短語變成問題。中等安排的訪談，像非結構化訪談一樣，允許自由深入回答並適應不同的受訪者，但它也施加了更大的結構性，有助於記錄答案，並且更容易進行和複製。您不必當場創建每個問題，而是提前思考並仔細措辭。這減輕了訪談過程中的壓力。由於訪談方在非結構化訪談中往往會偏離主題，列出問題使得保持正軌和在需要時返回結構變得更容易。記者、醫療人員、招聘人員、律師、警察和保險調查員等，都是使用中等安排訪談的人。中等安排的訪談會是這樣的：
I. Why did you choose to live in a residence hall?
I. 為什麼你選擇住在宿舍？
A. When did you decide to do this?
A. 你什麼時候決定這樣做的？
B. Who influenced you most in your decision?
B. 誰對你的決定影響最大？
C. What influenced you the most?
C. 什麼對你影響最大？
D. How did you choose this residence hall?
D. 你是如何選擇這個宿舍的？
II. What bothers you most about living in a residence hall?
II. 住在宿舍裡最讓你困擾的是什麼？
A. How about cost?
A. 成本如何？
B. How do you feel about having an assigned roommate?
B. 你對於有一位指定的室友有什麼感覺？
C. How do you feel about having a floor counselor checking on you?
C. 你對於有一位樓層輔導員來關心你有什麼感覺？
D. Is noise a problem?
D. 噪音是一個問題嗎？
E. What do you think of the food selection in the dining court?
E. 你對餐廳的食物選擇有什麼看法？
III. What are your future housing plans?
III. 你未來的住房計劃是什麼？
A. Where do you think you will be living by your junior year?
A. 你認為到你大三的時候會住在哪裡？
B. How might relationships affect your decision?
B. 關係如何影響你的決策？
C. You are close to the foreign language building; what if you changed majors or switched to another college on campus?
C. 你靠近外語大樓；如果你改變主修或轉到校園內的另一所學院會怎樣？
D. How might increasing costs affect your decision?
D. 成本上升將如何影響您的決策？

A Highly Scheduled Interview
高度安排的訪談

Highly scheduled interviews sacrifice flexibility and adaptability for control.
高度安排的訪談犧牲了靈活性和適應性以換取控制。

A moderately scheduled interview lessens the need for instant question creation.
適度安排的面試減少了即時提出問題的需求。
any, must be planned. Researchers and survey takers use highly scheduled interviews such as the following:
任何事情都必須經過計劃。研究人員和調查者使用高度安排的訪談，例如以下內容：
I. Which problem pertaining to political campaigns concerns you the most?
I. 哪一個與政治競選有關的問題最令您關注？
A. Why does this problem concern you the most?
A. 為什麼這個問題對你來說最為關切？
B. When did this problem begin to concern you?
B. 這個問題何時開始讓你感到擔憂？
C. How do you think political parties and candidates should address this problem?
C. 你認為政黨和候選人應該如何解決這個問題？
II. Do you believe this problem will be better or worse in this year’s presidential campaign?
II. 你認為這個問題在今年的總統競選中會變得更好還是更糟？
A. (If the answer is better): Why do you feel it will be less of a problem this year?
A. （如果答案更好）：你為什麼覺得今年會少一些問題？
B. (If the answer is worse): Why do you feel it will be worse this year?
B. （如果答案更糟）：你為什麼覺得今年會更糟？
III. The majority of political candidates are using attack ads on television.
III. 大多數政治候選人在電視上使用攻擊廣告。
A. Why do you think they are doing this?
A. 你為什麼認為他們這樣做？
B. If you feel this trend will continue, why do you think so?
B. 如果你認為這一趨勢將會持續下去，你為什麼這麼認為？
C. How has your political consulting firm addressed this growing problem?
C. 你的政治顧問公司如何應對這個日益嚴重的問題？

A Highly Scheduled Standardized Interview
高度安排的標準化面試

The highly scheduled standardized interview is the most thoroughly planned and
高度安排的標準化面試是最徹底計劃的

Highly高度

scheduled排程的

standardized標準化
interviews provide precision, replicability, and reliability. structured. All questions and answer options are stated in identical words to each interviewee who then picks answers from those provided. There is no straying from the schedule by either party. Highly scheduled standardized interviews are the easiest to conduct, record, tabulate, and replicate, so even novice interviewers can handle them. However, the breadth of information is restricted, and probing into answers, explaining questions, and adapting to different interviewees are not permitted. Respondents have no chance to explain, amplify, qualify, or question answer options. Built-in interviewer bias may be worse than accidental bias encountered in nonscheduled and moderately scheduled interviews.
訪談提供了精確性、可重複性和可靠性。結構化。所有問題和回答選項都以相同的措辭陳述給每位受訪者，然後他們從提供的選項中選擇答案。雙方都不會偏離時間表。高度安排的標準化訪談是最容易進行、記錄、統計和重複的，因此即使是新手訪談者也能處理。然而，信息的廣度受到限制，無法深入探討答案、解釋問題或適應不同的受訪者。受訪者沒有機會解釋、擴展、限定或質疑回答選項。內建的訪談者偏見可能比在非計劃和中度計劃的訪談中遇到的偶然偏見更糟。

Researchers and survey takers use highly scheduled standardized interviews because their procedures must produce the same results in repeated interviews by several interviewers. The following is a highly scheduled standardized interview:
研究人員和調查者使用高度規範的標準化訪談，因為他們的程序必須在多位訪談者的重複訪談中產生相同的結果。以下是一個高度規範的標準化訪談：
I. Which of the following problems do you feel is the most important to you?
I. 以下哪個問題您認為對您來說最重要？
A. More teaching assistants than faculty
A. 教學助理人數多於教職員
B. Classroom overcrowding
B. 課堂擁擠
C. Outdated labs and facilities
C. 過時的實驗室和設施
D. Difficulty to get into required classes
D. 進入所需課程的困難
E. Tuition costs and fees
E. 學費和費用
II. How likely is it that this problem will be resolved before you graduate?
II. 在你畢業之前，這個問題有多大可能會被解決？
A. Highly likelyA. 高度可能
B. LikelyB. 可能
C. UnsureC. 不確定
D. UnlikelyD. 不太可能
E. Highly unlikelyE. 極不可能
III. Who do you think should determine the priority of problems?
III. 你認為應該由誰來決定問題的優先順序？
A. StudentsA. 學生
B. ProfessorsB. 教授
C. Provost
D. PresidentD. 總統
E. AlumniE. 校友
IV. Rank order the solutions you would be willing to support to resolve this problem.
IV. 對於解決此問題，請按順序排列您願意支持的解決方案。
A. Tuition increase學費增加
B. A

$ 1000

fee charged to all first-year students
B. A

$ 1000

向所有一年級學生收取的費用
C. Lab feesC. 實驗室費用
D. Evening and/or Saturday classes
D. 晚間和/或星期六課程
E. More large lecture courses
E. 更多大型講座課程

Each interviewing schedule has unique advantages and disadvantages. Your task is to choose the schedule best suited to needs, skills, type of information desired, and situation. Do not apply a favorite schedule to all interviews. A schedule designed for a survey would be a terrible schedule for an employment interview. Be aware of the options available and which one or ones seem most appropriate for each interview. Figure 4.1: summarizes the advantages and disadvantages of each schedule.
每個面試時間表都有其獨特的優點和缺點。您的任務是選擇最適合需求、技能、所需信息類型和情況的時間表。不要將喜愛的時間表應用於所有面試。為調查設計的時間表對於就業面試來說將是一個糟糕的選擇。要了解可用的選項，以及哪一個或哪幾個對每次面試最合適。圖 4.1：總結了每個時間表的優點和缺點。

Combination of Schedules
排程的組合

Combined schedules enable interviewers to satisfy multiple needs.
綜合時間表使面試官能夠滿足多重需求。

Consider strategic combinations of schedules. For example, use a nonscheduled approach during the opening minutes, a moderately scheduled approach when it is necessary to probe and adapt to interviewees, and a highly scheduled standardized approach for easily quantifiable information such as demographic data on age, sex, religion, formal education, marital status, and organizational memberships. Although schedules are usually lists of questions, they may range from a topic outline to a manuscript. For instance, you might write major arguments for a persuasive interview, instructions for an information-giving interview, and the opening and closing for a survey interview.
考慮策略性地組合時間表。例如，在開場的幾分鐘內採用非排定的方法，在需要探查和適應受訪者時採用中度排定的方法，並對於如年齡、性別、宗教、正式教育、婚姻狀況和組織成員資格等易於量化的信息採用高度排定的標準化方法。雖然時間表通常是問題清單，但它們可以從主題大綱到手稿不等。例如，您可能會為說服性訪談撰寫主要論點，為信息提供訪談撰寫指示，以及為調查訪談撰寫開場和結尾。

Quiz #2-Interview Schedules
測驗 #2-訪談時間表

Which schedule would be most appropriate for each of the situations below: nonscheduled, moderately scheduled, highly scheduled, highly scheduled standardized? Explain why you would select this schedule.
對於以下每種情況，哪種時間表最為合適：無時間表、中度時間表、高度時間表、高度標準化時間表？解釋為什麼您會選擇這個時間表。

You are a journalist interviewing a person who just escaped from a burning apartment complex.
你是一名記者，正在採訪一位剛從燃燒的公寓大樓逃出來的人。
As a member of the student government, you are conducting a survey of student attitudes tọward the seating reserved for students behind the north goal in the basketball arena.
作為學生會的一員，您正在進行一項調查，了解學生對於籃球場北側球門後為學生保留的座位的態度。
You are interviewing a professor to clarify the details of a field project assignment.
您正在面試一位教授，以澄清一項實地項目任務的細節。

Figure 4.1 Structural options
圖 4.1 結構選項

Advantages and Disadvantages of Intervievy Schedules
訪談時間表的優點和缺點

Breadth and depth of potential information
潛在信息的廣度和深度

Degree of precision, reproducibility, reliability
精確度、可重複性、可靠性

R’s control overR 的控制權
the interview面試

R skill requiredR 技能要求

Freedom to adapt to different Es and situations
適應不同環境和情況的自由

Amount of preinterview preparation required
面試前所需的準備量
4. As a recent graduate of Mariana College, you have returned to campus to conduct recruiting interviews for your company.
4. 作為瑪麗安娜學院的應屆畢業生，您已回到校園為您的公司進行招聘面試。
5. You are conducting an interview with a grain farmer to persuade him to adopt no-till agriculture.
5. 你正在與一位穀物農民進行訪談，以說服他採用免耕農業。

Question Sequences問題序列

In Chapter 3, we discussed a variety of question tools, and in this chapter we have introduced you to a variety of question schedules. It is now time to identify strategic use of question sequences. Common question sequences are tunnel, funnel, inverted funnel, hourglass, diamond, and quintamensional design.
在第三章中，我們討論了各種問題工具，而在本章中，我們向您介紹了各種問題時間表。現在是時候確定問題序列的戰略使用了。常見的問題序列有隧道式、漏斗式、倒漏斗式、沙漏式、菱形和五維設計。

Figure 4.2. The tunnel sequence
圖 4.2. 隧道序列

Tunnel Sequence隧道序列

The tunnel sequence, sometimes called a string of beads, is a series of similar questions, either open or closed. Each question may cover a different topic, ask for a specific bit of information, or assess a different attitude or feeling. See Figure 4.2. This is a tunnel sequence.
隧道序列，有時稱為串珠，是一系列相似的問題，可以是開放式或封閉式。每個問題可能涵蓋不同的主題，要求特定的信息，或評估不同的態度或感受。見圖 4.2。這是一個隧道序列。

I understand that you just got back from a vacation at a dude ranch.
我知道你剛從一個男子牧場的假期回來。

Where was the ranch located?
牧場位於哪裡？
What was the name of the ranch?
牧場的名字是什麼？
Who owns the ranch?
誰擁有這個牧場？
How long were you there?
你在那裡待了多久？
What activities did you enjoy most?
你最喜歡哪些活動？
Would you go back?
你會回去嗎？

The tunnel sequence is common in polls, surveys, journalistic interviews, and medical interviews designed to elicit information, attitudes, reactions, and intentions. When the questions are closed in nature (perhaps a string of bipolar questions), information is easy to record and quantify.
隧道序列在民意調查、調查、新聞採訪和旨在引出信息、態度、反應和意圖的醫療訪談中是常見的。當問題的性質是封閉式的（也許是一系列的雙極問題）時，信息容易被記錄和量化。

Funnel Sequence漏斗序列

A funnel漏斗
sequence works well with motivated interviewees. restricted questions. See Figure 4.3. The following is a funnel sequence.
序列對於有動機的受訪者效果良好。限制性問題。見圖 4.3。以下是漏斗序列。

Tell me about your experiences in Afghanistan.
告訴我你在阿富汗的經歷。
What were your most memorable experiences?
你最難忘的經歷是什麼？
What areas did you operate in?
你在哪些領域進行操作？

Figure 4.3. The funnel sequence
圖 4.3. 漏斗序列
4. How long were you there?
你在那裡待了多久？
5. Would you volunteer again if given the opportunity?
5. 如果有機會，你會再次志願服務嗎？

A funnel sequence that begins with an open-ended question is most appropriate when respondents are familiar with a topic, feel free to talk about it, want to express their feelings, and are motivated to reveal and explain attitudes. Open questions are easier to answer, pose less threat to respondents, and get people talking, so the funnel sequence is a good way to begin interviews.
以開放式問題開始的漏斗序列最適合當受訪者對某個主題熟悉、願意談論、想要表達自己的感受並有動機揭示和解釋態度時。開放式問題更容易回答，對受訪者的威脅較小，並能促使人們交談，因此漏斗序列是一個良好的訪談開始方式。

The funnel sequence avoids possible conditioning or biasing of later responses. For example, if you begin an interview with a closed question such as “Do you think we should outlaw gay marriages?” you force a respondent to take a polar position that may affect the remainder of the interview and make the person defensive. An open question such as “How do you feel about gay marriages?” does not force respondents to take polarized positions and enables them to explain and qualify positions.
漏斗序列避免了對後續反應可能的條件化或偏見。例如，如果你以封閉式問題開始面試，例如「你認為我們應該禁止同性婚姻嗎？」你迫使受訪者採取極端立場，這可能會影響面試的其餘部分並使受訪者變得防禦性。開放式問題，例如「你對同性婚姻有什麼感覺？」不會迫使受訪者採取極端立場，並使他們能夠解釋和修正自己的立場。

Inverted Funnel Sequence
倒置漏斗序列

The inverted funnel sequence begins with closed questions and proceeds toward open questions. It is most useful when you need to motivate an interviewee to respond or an interviewee is emotionally involved in an issue or situation. See Figure 4.4. The following is an inverted funnel sequence.
倒置漏斗序列從封閉式問題開始，然後轉向開放式問題。當您需要激勵受訪者作出回應或受訪者在某個問題或情況中情感投入時，這種方法最為有效。見圖 4.4。以下是倒置漏斗序列。

Interviewer: You were the first to arrive on the scene?
面試官：你是第一個到達現場的人嗎？
Interviewee: Yes, I was.
受訪者：是的，我是。

An inverted funnel sequence provides a warm-up time for those reluctant to talk.
倒置漏斗序列為那些不願意交談的人提供了熱身時間。
3. Interviewer: That was about

2 : 35

p.m.?
3. 面試官：那大約是

2 : 35

下午嗎？
4. Interviewee: Yes, about then.
4. 受訪者：是的，大約那時。
5. Interviewer: And the car and semi were in the median?
5. 訪談者：那輛車和半掛車是在中央分隔帶上嗎？
6. Interviewee: Uh huh, they were on their sides facing in opposite directions.
6. 受訪者：嗯，他們側躺著，面對相反的方向。
7. Interviewer: Tell me what you saw.
7. 面試官：告訴我你看到了什麼。
8. Interviewee: Well, it was an awful, gruesome sight. The driver of the car was . . .
8. 受訪者：嗯，那是一個可怕、骯髒的景象。汽車的司機是……
(The interviewee goes into a lengthy, emotional account of the scene.)
（受訪者詳細而情感地描述了當時的情景。）
The inverted funnel sequence is also useful when interviewees feel they do not know much about a topic or they do not want to talk. A respondent’s memory or thought processes may need assistance, and closed questions can serve as warm-ups. Closed questions may work when open-ended ones might overwhelm a person. This sequence may end with a clearinghouse question such as “Is there anything else you
倒置漏斗序列在受訪者感覺對某個主題了解不多或不想談論時也很有用。受訪者的記憶或思考過程可能需要幫助，而封閉式問題可以作為熱身。當開放式問題可能讓人感到不知所措時，封閉式問題可能會有效。這個序列可能以一個清理問題結束，例如「還有其他想要補充的嗎？」

would like to say?”
想說什麼？

Combination Sequences組合序列

Sometimes a situation calls for a combination of question sequences. For instance, the hourglass sequence begins with open questions, proceeds to one or more closed questions, and ends with open questions. It is employed when we wish to begin with a funnel sequence and then proceed in our line of questioning to an inverted funnel sequence. It is a combination that enables us to narrow our focus and then proceed to open it up once more when the interviewee or topic warrants it. See Figure 4.5.
有時候，情況需要結合問題序列。例如，沙漏序列以開放性問題開始，接著進入一個或多個封閉性問題，最後以開放性問題結束。當我們希望以漏斗序列開始，然後在提問過程中轉向倒漏斗序列時，這種方法會被採用。這是一種結合，使我們能夠縮小焦點，然後在受訪者或主題需要時再次擴大焦點。見圖 4.5。

There is a second combination sequence that places funnel sequences top-to-top, what some writers call a diamond sequence.

^{3}

This sequence enables interviewers to begin with closed questions, proceed to open questions, and end with closed questions. See Figure 4.6.
還有第二種組合序列，將漏斗序列置於頂端，某些作者稱之為菱形序列。

^{3}

此序列使面試官能夠從封閉式問題開始，接著進入開放式問題，最後以封閉式問題結束。請參見圖 4.6。

Each of these combination sequences offers different arrangements of open and closed questions that enable interviewers to approach specific interview situations and interviewees with greater flexibility and adaptability.
這些組合序列提供了不同的開放式和封閉式問題的排列，使面試官能夠以更大的靈活性和適應性來應對特定的面試情境和受訪者。

Quintamensional Design Sequence
五維設計序列

George Gallup, the famous poll designer, developed the quintamensional design sequence to assess the intensity of opinions and attitudes.

^{4}

This five-step approach proceeds from an interviewee’s awareness of the issue to attitudes uninfluenced by the interviewer, specific attitudes, reasons for these attitudes, and intensity of attitude. For example:
喬治·蓋洛普（George Gallup），著名的民調設計師，開發了五維設計序列以評估意見和態度的強度。

^{4}

這一五步驟的方法從受訪者對問題的認知開始，然後到不受訪問者影響的態度、具體態度、這些態度的原因以及態度的強度。例如：

The quintamensional design is effective at assessing attitudes and beliefs.
五維設計在評估態度和信念方面是有效的。

Awareness: What do you know about the proposed resumption of the military draft?
意識：你對於提議恢復徵兵制有什麼了解？
Uninfluenced attitudes: How might a military draft affect you?
不受影響的態度：軍事徵兵可能會如何影響你？
Specific attitude: Do you approve or disapprove of resuming the military draft?
具體態度：您是否贊成或反對恢復徵兵制？
Reason why: Why do you feel this way?
原因：你為什麼會有這種感覺？
Intensity of attitude: How strongly do you feel about this-strongly, very strongly, not something you will change your mind on?
態度的強度：你對此感受有多強烈——強烈、非常強烈，還是這不是你會改變主意的事情？
You can use this sequence, or modify it by creating questions most suitable for specific interview situations.
您可以使用此序列，或通過創建最適合特定面試情境的問題來修改它。

Closing the Interview結束面試

The closing is an integral part of each interview, not something tacked on the end or an escape mechanism. Once you have asked or answered the last question, made your last point, or come to some sort of agreement with the other party, it is tempting to relax and feel the interview is complete. But an abrupt or tactless closing may undo the relationship established during the interview and agreements reached by making the other party feel like a discarded container-important only as long as needed.
結束是每次面試不可或缺的一部分，而不是附加在結尾或逃避機制。一旦你問完或回答了最後一個問題，提出了最後一點，或與對方達成某種協議，放鬆並感覺面試已經結束是很有誘惑的。但突然或不恰當的結束可能會破壞在面試中建立的關係和達成的協議，讓對方感覺像是一個被丟棄的容器——只有在需要的時候才重要。

Functions and Guidelines for Closings
結束的功能與指導方針

The closing has three primary functions.
結尾有三個主要功能。
First, the closing signals the termination of an interview but not a relationship. You may continue business, professional, social, and casual relationships with parties for years, and each interview creates or alters a relationship and sets positive or negative expectations about future interactions. Since many tasks require more than one
首先，結束信號著面試的終止，但並不意味著關係的結束。您可以與各方持續進行商業、專業、社交和隨意的關係多年，每次面試都會創造或改變一段關係，並對未來的互動設置正面或負面的期望。由於許多任務需要不止一次的互動。

often signals the continuation of a relationship.
通常表示關係的延續。

A summary must reflect accurately the important elements of the interview.
摘要必須準確反映訪談的重要元素。
interview to complete, a common element of closings is an agreement about when and where the next interview will take place:
完成訪談時，結束的共同元素是對下一次訪談的時間和地點達成一致：

I see our time’s up, and I have several more questions to ask; could we continue this interview when you get back from class?
我看到我們的時間到了，我還有幾個問題想問；我們可以在你上完課後繼續這次訪談嗎？

I’d like to keep track of your medical progress, so let’s set another appointment early next week.
我想跟進你的醫療進展，所以我們下週初再約一次。

The search committee has reviewed your application, and we would like you to come down for an interview. How about during your October break?
搜尋委員會已審核您的申請，我們希望您能來面試。十月假期期間怎麼樣？

Simple phrases may communicate the likely interval between interviews. Phrases such as “See you” or “Until next time” signal short intervals. “Good-bye” and “So long” signal lengthy or forever intervals. “Let’s stay in touch” and “Don’t be a stranger” signal moderate intervals. “We’ll be in touch” and “We’ll call you” may signal the traditional “brush off” that means never. Be aware of cultural differences and expectations between parties that may lead to confusion about common closing phrases. People in other cultures have not understood that “We’ll call you” is a brush off and have waited expectantly for calls.
簡單的短語可能傳達面試之間的可能間隔。像“再見”或“下次見”這樣的短語表示短暫的間隔。“再見”和“保重”則表示較長或永遠的間隔。“保持聯繫”和“別做陌生人”表示適中的間隔。“我們會聯繫你”和“我們會打電話給你”可能表示傳統的“推託”，意味著永遠不會聯繫。要注意雙方之間的文化差異和期望，這可能導致對常見結束短語的混淆。其他文化的人們並不理解“我們會打電話給你”是推託，並期待著電話的來臨。

Second, the closing may express supportiveness to enhance the relationship and bring the interview to a positive close. One or both parties may express appreciation, pleasure, or intention of future contacts. This is shown in the following interaction.
其次，結尾可能表達支持性，以增強關係並使訪談以積極的方式結束。一方或雙方可能表達感謝、愉悅或未來聯繫的意圖。這在以下互動中顯示出來。

Interviewer: I really appreciate you taking the time to look over my outline for the midterm paper. It was taking a lot of time, and I wasn’t sure I was doing it correctly.
面試官：我非常感謝您花時間查看我期中報告的提綱。這花了我很多時間，我不確定自己是否做對了。
Interviewee: I’m glad you stopped by because you were making the outline more difficult than it needed to be.
受訪者：我很高興你來了，因為你讓大綱變得比需要的更困難。
Interviewer: Thanks again for your help. I’ll e-mail you if I have other questions.
訪談者：再次感謝你的幫助。如果我有其他問題，我會發電子郵件給你。
Third, the closing may summarize the interview. Even when there is no systematic summary, either party may use the closing to bring the interview to an orderly ending and pull together issues, concerns, agreements, and information shared. Be sure the summary is accurate and addresses major areas of information, analysis, or agreement.
第三，結尾可以總結面試。即使沒有系統性的總結，任一方也可以利用結尾來有序地結束面試，並整合問題、關注點、協議和共享的信息。確保總結準確，並涵蓋主要的信息、分析或協議領域。

Rule number one for the closing, like the opening, is that it be a dialogue, not a monologue. Encourage the interviewee to take part through verbal and nonverbal signals. Be sincere and honest when closing an interview, and make no promises you cannot or will not keep. Don’t rush the closing. The law of recency suggests that people recall the last thing said or done during an interview, so being rushed or dismissed with an illchosen phrase may jeopardize the interview’s effects, your relationship, and future contacts with this party. The other party is likely to be observing and interpreting everything you say and do, and everything you don’t say and don’t do, until you are out of sight and sound. A slip of the lip or an inappropriate nonverbal act may negate all that you have accomplished prior to the closing. Leave the door open and set the groundwork for future contacts. If additional contact is planned, explain what will happen, where it will happen, when it will happen, and why it will happen. If appropriate, make an appointment before leaving. Don’t introduce new topics or ideas when the interview has in fact or psychologically come to a close. Avoid false closings that occur when your verbal
結束的第一條規則，與開始一樣，是要進行對話，而不是獨白。通過言語和非言語信號鼓勵受訪者參與。結束面試時要真誠和誠實，並且不要做出你無法或不會遵守的承諾。不要急於結束。最近性法則表明，人們會記住在面試中最後說的或做的事情，因此匆忙或用不當的措辭被打發可能會危及面試的效果、你們的關係以及未來與這一方的聯繫。對方很可能會觀察和解讀你所說的和所做的一切，以及你未說的和未做的所有事情，直到你不再在視線和聽覺範圍內。口誤或不當的非言語行為可能會抵消你在結束之前所取得的所有成就。保持門敞開，為未來的聯繫奠定基礎。如果計劃進一步聯繫，解釋將會發生什麼、在哪裡發生、何時發生以及為什麼會發生。如果合適，離開前安排一個約會。在面試事實上或心理上已經結束時，不要引入新的主題或想法。避免在口頭上出現的虛假結束

Remember that the interview is not completed until the interviewer and interviewee are out of sight and sound of one another.
請記住，面試在面試官和受訪者彼此看不見和聽不見之前並未結束。
and nonverbal messages signal the interview is coming to a close when it is not. Avoid what Irving Goffman has called failed departures that occur when you have brought an interview to a successful close and taken leave from the other party. Then a short time later you run into the party in the hall, parking lot, or restaurant.

^{5}

The result is awkward because both of you have said your good-byes (after interviewing for a position, talking to a counselor, purchasing a product), and now you try to think of something appropriate to say when there is nothing to say. Practice situations to determine what you might say when this happens to avoid awkward and embarrassing moments.
非語言訊息在面試即將結束時發出信號，儘管實際上並未結束。避免伊爾文·高夫曼所稱的失敗離開，這種情況發生在你已成功結束面試並與對方道別後。不久之後，你在走廊、停車場或餐廳遇到對方。結果會很尷尬，因為你們都已經道過別（在面試、與顧問交談或購買產品後），而現在你試圖想出一些合適的話來說，但卻無話可說。練習情境以確定當這種情況發生時你可能會說什麼，以避免尷尬和令人不安的時刻。

Closing Techniques結束技巧

Be creative and imaginative in closing interviews. Adapt each closing to the interviewee and the situation. The following techniques may serve as entire closings, begin the closing process, or complete the closing.
在結束面試時要富有創意和想像力。根據受訪者和情況調整每個結束。以下技術可以作為完整的結束、開始結束過程或完成結束。

Offer to Answer Questions
提供回答問題的機會

Be sincere in your desire to answer questions and give the other party adequate time to ask them.
真誠地希望回答問題，並給予對方足夠的時間來提出問題。

I’ll be interested in hearing what you think about the new guidelines.
我很想聽聽你對新指導方針的看法。

Regardless of technique, involve the interviewee in the closing.
無論技術如何，都要讓受訪者參與結尾。

Do you have any questions about the implementation of Plan Q ? Do you have any questions before we end this videoconference?
您對計劃 Q 的實施有任何問題嗎？在我們結束這次視訊會議之前，您有任何問題嗎？

Do not give a brief answer to one question and then end the interview.
不要對一個問題給出簡短的回答然後結束面試。

Use Clearinghouse Questions
使用清算所問題

A clearinghouse question allows you to determine if you have covered all topics, answered all questions, or resolved all concerns. Be sure the request is communicated as an honest and sincere effort to ferret out unaddressed questions, information, or areas of concern, not as a formality.
清算問題使您能夠確定是否已涵蓋所有主題、回答所有問題或解決所有關切。請確保該請求被傳達為一種誠實和真摯的努力，以挖掘未解決的問題、資訊或關注領域，而不是一種形式主義。
intentions, and inquiries allow you to close effectively.
意圖和詢問使您能夠有效地結束。

Is there anything else you would like to add before we leave?
在我們離開之前，您還想補充什麼嗎？
Are there questions I have not addressed?
有沒有我尚未解答的問題？
Are there any problems we have not taken into consideration?
我們是否有任何未考慮到的問題？

Declare Completion of the Intended Purpose
宣告預期目的的完成

State that the task is completed. The word well probably signals more closings than any other word or phrase. When we hear it, we automatically assume that leave-taking is commencing and begin to wind things up. Is this what you want to happen?
聲明任務已完成。這個詞「好」可能比任何其他詞或短語更能暗示結束的開始。當我們聽到它時，我們自動假設告別即將開始，並開始收尾。這是你想要發生的事情嗎？

That covers all of my questions.
這涵蓋了我所有的問題。
Okay, that’s a wrap.
好的，結束了。
That clarifies all of my concerns.
這澄清了我所有的疑慮。

Make Personal Inquiries進行個人查詢

Be genuinely interested in the other party.
真心對對方感興趣。

Personal inquiries are pleasant ways to end interviews and to enhance relationships. They must be sincere and give the interviewee adequate time to address an inquiry or concern. Be sincerely interested.
個人詢問是結束面試和增進關係的愉快方式。它們必須是真誠的，並給予受訪者足夠的時間來回答詢問或關切。要真心關心。

When do you leave for your vacation in Venice?
你什麼時候去威尼斯度假？
How’s your father doing?
你父親怎麼樣？
Are you still planning to go to graduate school?
你還打算去研究所嗎？

Make Professional Inquiries
進行專業詢問

Professional inquiries are more formal than personal ones, but they must be sincere and show genuine interest. We like persons who show interest in our careers.
專業詢問比個人詢問更正式，但必須真誠並表現出真正的興趣。我們喜歡對我們的職業表現出興趣的人。

How is your student teaching going at Westwood?
你在西木的學生教學進展如何？
When does your term on the city council begin?
你在市議會的任期何時開始？
What are your plans for attending the Southwest Broadcasters convention?
你參加西南廣播商會議的計劃是什麼？

Signal That Time Is Up
時間到的信號

Do not rush the closing but end the interview when most appropriate.
不要急於結束，但在最合適的時候結束面試。

This technique is most effective when a time limit was agreed to in advance or during the opening. Be tactful, and avoid the impression that you are running an interview assembly line.
這種技術在事先或在開場時達成時間限制時最為有效。要有策略，並避免給人一種你在進行面試流水線的印象。

I’m sorry, but I have a class in a few minutes.
對不起，但我幾分鐘後有一堂課。
Well, our time’s up for today. How about meeting again this time next Wednesday?
好吧，我們今天的時間到了。下週三這個時候再見面怎麼樣？
You were kind enough to meet with me for a half-hour, and I’ve used up that time.
您很善良地抽出半小時與我會面，而我已經用完了那段時間。

Explain the Reason for the Closing
解釋關閉的原因

Explain honestly why the interview must end. A phony-sounding reason can harm the interview and relationship.
誠實地解釋為什麼面試必須結束。一個聽起來虛假的理由可能會損害面試和關係。

I must close the interview because of a previous appointment.
我必須因為之前的約會而結束這次面試。
I’m sorry, but I have another student waiting to see me at 10:45.
對不起，但我有另一位學生在 10:45 等著見我。
Our office closes in a few minutes.
我們的辦公室在幾分鐘後關閉。

Express Appreciation or Satisfaction
表達感謝或滿意

A statement of appreciation or satisfaction is a common closing because you have usually received something-information, assistance, evaluation, a story, a sale, a position, a recruit, time. Be sincere.
感謝或滿意的陳述是一種常見的結尾，因為您通常已經獲得了一些東西——資訊、協助、評估、一個故事、一筆交易、一個職位、一名招聘、時間。要真誠。

It has been great talking to you, and I really appreciate your help.
與您交談非常愉快，我非常感謝您的幫助。
Thanks for your help.
謝謝你的幫助。
I appreciate your willingness to listen to my problem.
我感謝你願意傾聽我的問題。

Arrange for the Next Meeting
安排下一次會議

If a subsequent interview is necessary, arrange it now.
如果需要進行後續面試，請立即安排。

If appropriate, set up the next meeting or reveal what will happen next, including date, time, place, topic, content, or purpose.
如果合適，安排下一次會議或揭示接下來會發生的事情，包括日期、時間、地點、主題、內容或目的。

I have some additional questions to ask; could we meet at the same time on Friday? This has been a good start on this issue. How about getting together again on the 5th? Could you come for a daylong interview at our regional office in Memphis on the 14 th or 15 th?
我有一些額外的問題想要詢問；我們可以在星期五同一時間見面嗎？這在這個問題上是一個良好的開始。再聚一次在 5 號怎麼樣？你能在 14 號或 15 號來我們位於孟菲斯的地區辦公室進行一天的面試嗎？

Summarize the Interview總結面試

A summary closing is common for informational, performance, counseling, and sales interviews. It may repeat important information, stages, and agreements or verify accuracy and agreement.
總結性結尾在資訊性、表現、諮詢和銷售面試中是常見的。它可能重申重要資訊、階段和協議，或驗證準確性和一致性。

I’m glad we could get together before the board meeting on Wednesday. You will give the PowerPoint presentation on sales figures and marketing costs for the second quarter, and I will present our proposal for realigning the marketing districts. We will then discuss our concerns about trimming three staff positions at this time.
我很高興我們能在星期三的董事會會議之前聚在一起。你將就第二季度的銷售數字和市場成本進行 PowerPoint 演示，而我將提出我們對重新調整市場區域的提案。然後我們將討論我們對此時裁減三個職位的擔憂。

Nonverbal Closing Actions
非語言結束行為

In their classic study of leave-taking, Mark Knapp and his colleagues discovered that people employ a variety of nonverbal closing actions.

^{6}

在他們的經典離別研究中，馬克·納普及其同事發現人們使用多種非語言的結束行為。

Straightening up in our seat.
挺直我們的坐姿。
Leaning forward.向前傾斜。
Standing up or moving away from the other party.
站起來或遠離對方。
Uncrossing our legs.解開我們的腿。
Placing our hands on our knees as if preparing to rise.
將雙手放在膝蓋上，彷彿準備要站起來。
Breaking eye contact.打破眼神接觸。
Offering to shake hands.
提供握手。
Making hand movements.做手部動作。
Smiling.微笑。
Looking at a clock.
看著時鐘。

Plan the計劃

closing as carefully as you do the opening and body of the interview.
在結束時要像開頭和主體一樣小心。

These nonverbal actions can signal when you want to close an interview or detect when another wants to close. Avoid sending unintentional closing signals. Remember that any act may be interpreted in a meaningful way by the other party. You may be unaware that you looked at a watch or leaned forward, or you may look at a clock to be sure you have adequate time remaining, but the other party may take these as leavetaking activities. As professors, we learned long ago not to look at our watches when talking with students in our offices. Students would immediately take this as a cue that we wanted them to leave. We have placed small clocks strategically on our desks so that students do not notice when we must check time for an upcoming class, meeting, or appointment.
這些非語言行為可以傳達你想要結束面試的信號或察覺到他人想要結束的信號。避免發送無意的結束信號。記住，任何行為都可能被對方以有意義的方式解讀。你可能沒有意識到自己看了手錶或向前傾身，或者你可能查看時鐘以確保自己有足夠的時間，但對方可能會將這些視為告別的行為。作為教授，我們早已學會在與學生交談時不要看手錶。學生會立即將這視為我們希望他們離開的暗示。我們在桌子上戰略性地放置小時鐘，以便學生不會注意到我們何時必須查看即將到來的課程、會議或約會的時間。

Be aware of what words and actions are saying to the other party. Decide which closing techniques are most suitable. Your role in an interview and your relationship with the other party may require some techniques, rule out others, and determine who will initiate the closing and when. Often you will combine several verbal and nonverbal techniques into effective closings. For example:
注意言詞和行動對對方所傳達的意思。決定哪些結束技巧最為合適。您在面試中的角色以及與對方的關係可能需要某些技巧，排除其他技巧，並確定誰將主動結束以及何時結束。通常，您會將幾種口頭和非口頭技巧結合起來形成有效的結束。例如：
Well (closing a notebook), I think that answers all of my questions. (leaning forward and smiling) You’ve given me a lot of exciting information for my field project. (rising from the chair) I really appreciate your help. (shakes hands and looks the interviewee directly in the eyes)
好吧（合上筆記本），我想這回答了我所有的問題。（向前傾身並微笑）你給了我很多關於我的領域項目的令人興奮的信息。（從椅子上站起來）我真的很感謝你的幫助。（握手並直視受訪者的眼睛）

Quiz #3—Interview Closings
測驗 #3—面試結束

How satisfactory is each of the following closings? Consider the interviewing situation and type, relationship, the techniques used, nonverbal communication, and what is omitted. How might each be improved? Do not assume each closing is unsatisfactory.
以下每個結尾的滿意度如何？考慮面試情境和類型、關係、使用的技巧、非語言溝通以及省略的內容。每個結尾如何改進？不要假設每個結尾都是不滿意的。

This is a recruiting interview taking place at KBRC-TV. The applicant is applying for a position as a meteorologist and recently graduated in agriculture from the state university. The applicant’s experience is limited to the university’s FM radio station.
這是一場在 KBRC-TV 進行的招聘面試。申請者正在申請氣象學家的職位，並且最近從州立大學畢業，主修農業。申請者的經驗僅限於大學的 FM 廣播電台。
Recruiter: Okay, I think it’s time for my next interview. (stands up) This has been informative.
招聘者：好的，我想是時候進行我的下一次面試了。（站起來）這次的交流很有啟發性。
Applicant: I really enjoyed talking with you.
申請者：我真的很享受與你交談。
Recruiter: Good. (shakes hands, does not look the applicant in the eyes) We’ll be in touch. Good luck with your job search.
招聘官：很好。（握手，不看應徵者的眼睛）我們會聯繫的。祝你求職順利。
This is an academic counseling interview between a student and a counselor about academic progress.
這是一個學生與輔導員之間有關學業進展的學術諮詢面談。
Counselor: Well (leaning forward), I’m glad to see that your grades are improving and you’re moving through your required courses on schedule. I have another appointment in a few minutes.
輔導員：好吧（向前傾身），我很高興看到你的成績在改善，並且你按時完成所需的課程。我幾分鐘後還有另一個約會。
Counselee: Thanks. I’ve been working real hard.
輔導者：謝謝。我一直在努力工作。
Counselor: (leaning back) What are your plans for specializing when you’ve completed the general requirements for the communication major?
輔導員：（向後靠）當你完成傳播專業的一般要求後，你打算專攻什麼？

ON THE WEB在網路上

This chapter has presented guidelines and techniques for developing effective openings and closings. Use the Internet to locate sample interviews on issues such as education, the economy, for eign affairs, and medicine. Critique the openings
本章提供了有效開場和結尾的指導方針和技術。使用互聯網查找有關教育、經濟、外交事務和醫學等問題的樣本訪談。批評開場部分。
and closings used in these interviews, Two useful Internet resources for locating interviews are CNN (http://cnn.com) and C-SPAN (http://indycable :com/cabletv/comastindyupgrade/ch24 htm).
和這些訪談中使用的結尾，兩個有用的互聯網資源來定位訪談是 CNN (http://cnn.com) 和 C-SPAN (http://indycable:com/cabletv/comastindyupgrade/ch24.htm)。
3. This is a journalistic interview between a television news reporter and a detective investigating a hit-and-run case near the airport.
3. 這是一篇電視新聞記者與一名調查機場附近肇事逃逸案件的偵探之間的新聞訪談。
Reporter: So you feel alcohol was probably involved in this case? And it’s the third near the airport this year?
記者：所以你認為這個案件可能涉及酒精？而且這是今年第三起靠近機場的事件？
Detective: Yes we do.
偵探：是的，我們有。
Reporter: Back to you in the studio Liz.
記者：回到你那裡，Liz。
4. This is a health care interview. Dave is having an eye examination following a severe infection the previous year.
4. 這是一個健康護理訪談。戴夫正在進行眼科檢查，因為去年曾經感染嚴重。
Doctor: Your eye looks great, Dave. (looking at her watch) How’s Dave Jr. doing in the Marines?
醫生：你的眼睛看起來很好，戴夫。（看著手錶）戴夫小子在海軍陸戰隊過得怎麼樣？
Patient: He’s been in the Middle East in a pretty dangerous area for about five months.
病人：他在中東一個相當危險的地區待了大約五個月。

Doctor: Uh huh. (opening the door) Be sure to see Tara at the front desk for your next appointment.
醫生：嗯哼。（打開門）務必在前台見塔拉以安排您的下一次預約。
5. This is a sales interview at an electronics store. Melissa and Mark have been looking at 50" plasma televisions.
5. 這是在一家電子商店的銷售面試。梅莉莎和馬克一直在看 50 吋的等離子電視。
Salesperson: We can make you a good deal on a 42" Sony plasma TV.
銷售員：我們可以為您提供一個 42 吋索尼等離子電視的好交易。
Melissa: Well, we’re sort of looking right now at 50 " sets.
梅莉莎：嗯，我們現在大約在看 50 個“套件”。
Salesperson: Come back if I can be of help.
銷售員：如果我能幫上忙，請再回來。
Mark: Thanks. See ya.
Mark: 謝謝。再見。

Summary摘要

All three parts of each interview-opening, body, and closing-are vital to its success. Do not underestimate the importance of both words and nonverbal actions and reactions during all three stages. Be conscious of cultural differences that affect the meaning of actions such as handshaking, eye contact, voice, touch, and gestures.
每次訪談的三個部分——開場、主體和結尾——對其成功至關重要。不要低估在這三個階段中，言語和非語言行為及反應的重要性。要意識到影響行為意義的文化差異，例如握手、眼神接觸、聲音、觸碰和手勢。

The opening influences how both parties perceive themselves and one another. It sets the tone for the remainder of the interview, orients the interviewee, and influences the willingness of both parties to communicate beyond Level 1 . The opening often determines
開場影響雙方如何看待自己和彼此。它為面試的其餘部分定下基調，指引受訪者，並影響雙方在超越第一層次的溝通意願。開場通常決定
whether the interview will continue or end prematurely. Select opening techniques most appropriate for each interview.
無論面試是否會繼續或提前結束。選擇最適合每個面試的開場技巧。

The body of the interview must be carefully structured with an appropriate sequence that guides the interviewer’s questions, areas of information, or points systematically and allows the interviewee to understand where the interview is going and why. A nonscheduled interview is simply an interview guide with topics and subtopics an interviewer wants to cover. A moderately scheduled interview contains all major questions and possible probing questions under each. A highly scheduled interview includes all questions to be asked during an interview. A highly scheduled standardized interview contains all questions to be asked with prescribed answer options under each. Question sequences allow strategic structuring of questions within scheduled interviews.
訪談的主體必須仔細結構化，並具有適當的順序，以系統性地引導訪談者的問題、資訊領域或要點，並使受訪者能夠理解訪談的方向及其原因。非定期訪談僅僅是訪談指南，包含訪談者希望涵蓋的主題和子主題。中度定期訪談包含所有主要問題及每個問題下可能的深入問題。高度定期訪談包括在訪談中要提出的所有問題。高度定期標準化訪談包含所有要提出的問題，並在每個問題下提供規定的回答選項。問題的順序允許在定期訪談中進行戰略性問題結構化。

The closing not only brings the interview to an end but may summarize information, verify agreements, arrange future contacts, and enhance relationships. A good closing should make both parties glad they took part and pleased with the results. Be sincere and honest. Do not rush the closing. Both sides should be actively involved in the closing.
結束不僅是將面試結束，還可以總結信息、驗證協議、安排未來的聯繫，並增強關係。一個好的結束應該讓雙方都感到高興，因為他們參與了並對結果感到滿意。要真誠和誠實。不要急於結束。雙方都應該積極參與結束。

Key Terms and Concepts
關鍵術語與概念

Accidental bias意外偏見

Hourglass sequence沙漏序列

大綱序列內建面試官偏見因果序列

Outline sequences

Built-in interviewer bias

Cause-to-effect sequence

Interview guide訪談指導手冊

Interview schedules訪談時間表

Problem-solution sequence
問題-解決序列

Closing關閉

Interviewer bias面試官偏見

Question sequences問題序列

Closing techniques閉合技術

Inverted funnel sequence
倒置漏斗序列

Quintamensional design五維設計

Sequence序列

An Interview for Review and Analysis
訪談以進行審查和分析

This interview is taking place between a student and the director of security at Presbyterian Medical Center, a large, multiple-building complex near the center of a large city. The student is graduating next year in criminal justice and is considering law enforcement as a career. The director of security knows his mother, who is a registered nurse at Presbyterian Medical Center.
這次訪談是在一名學生和長老會醫療中心的安全主任之間進行的，該中心是一個大型的多棟建築綜合體，位於一個大城市的中心附近。這名學生明年將畢業於刑事司法專業，並考慮將執法作為職業。安全主任認識他的母親，她是長老會醫療中心的註冊護士。

How satisfactory is the opening? Does the student employ one or more structural sequences? Which type of schedule does the student seem to employ? Does the student employ one or more question sequences? How satisfactory is the closing? How might nonverbal communication have influenced the opening, body, and closing?
開場的滿意度如何？學生是否使用一個或多個結構序列？學生似乎使用哪種類型的時間表？學生是否使用一個或多個問題序列？結尾的滿意度如何？非語言溝通可能如何影響開場、主體和結尾？

Student: Good morning, Mr. Kim. Are you busy?
學生：早安，金先生。您忙嗎？
Director: No, I’m just sitting here. (laughs) What can I do for you?
導演：不，我只是坐在這裡。（笑）我能為你做什麼？
Student: I called about my interest in a career in law enforcement. I think you know my mom.
學生：我打電話詢問我對執法職業的興趣。我想你認識我媽媽。
Director: Maybe. (offers a seat) What’s her name?
導演：也許。（提供一個座位）她叫什麼名字？
Student: Ashley Hardebeck. I’m Tim.
學生：艾希莉·哈德貝克。我是蒂姆。
Director: Oh yes, I’ve known her for several years. How is she?
導演：哦，是的，我認識她好幾年了。她怎麼樣？
Student: She’s doing fine. She’s teaching some forensics science courses at Colby College.
學生：她很好。她在科爾比學院教授一些法醫科學課程。
Director: That sounds fascinating. Those CSI TV shows have really generated interest in forensic science. I’m willing to help you if I can.
導演：聽起來很有趣。那些犯罪現場調查的電視節目確實引起了人們對法醫科學的興趣。如果我能幫上忙，我願意提供幫助。
Student: Thanks. (pause) As I mentioned on the phone, I’m a student in criminal justice and am considering a career in law enforcement.
學生：謝謝。（停頓）正如我在電話中提到的，我是一名刑事司法的學生，並考慮從事執法工作。
Director: Uh huh. (laughs) And you want to know how I got here?
導演：嗯哼。（笑）你想知道我是怎麼來這裡的嗎？
Student: Well, yeah, sort of. (appears nervous) How did you get started in law enforcement?
學生：嗯，是的，有點。（看起來很緊張）你是怎麼開始從事執法工作的？
Director: My first job was as a night watchman at the courthouse. I was in criminal justice like you.
主任：我第一份工作是在法院擔任夜間警衛。我和你一樣是在刑事司法領域工作。
Student: Awesome! (sounds excited) How did you get this job?
學生：太棒了！(聽起來很興奮) 你是怎麼得到這份工作的？
Director: My grandfather was a county commissioner, and he set it up.
導演：我祖父曾是縣委員，他設立了這個。
Student: Oh. And then what did you do after graduating?
學生：哦。那你畢業後做了什麼？
Director: Well (pause), actually, I didn’t graduate. I joined the Air Force after my sophomore year and chose air police.
導演：嗯（停頓），其實，我沒有畢業。我在大二之後加入了空軍，選擇了空中警察。
Student: And then what happened?
學生：然後發生了什麼？
Director: I served at bases in South Korea, Japan, and Alaska.
主任：我曾在韓國、日本和阿拉斯加的基地服役。
Student: What were your duties?
學生：你的職責是什麼？
Director: Mainly security detail with some opportunities to do investigative work for a JAG unit.
主任：主要負責安全工作，並有一些機會為軍事法律部門進行調查工作。
Student: That sounds great. How long were you in the Air Force?
學生：聽起來不錯。你在空軍待了多久？
Director: Nearly eight years.
主任：將近八年。
Student: And then what did you do?
學生：然後你做了什麼？
Director: When I came home I became a deputy with the Sheriff’s Department here in Lake County.
主任：當我回到家時，我成為了這裡湖縣治安官辦公室的副手。
Student: And did you move up through the ranks?
學生：那你有晉升嗎？
Director: Yes, I became a sergeant within a few years.
主任：是的，我在幾年內成為了一名中士。
Student: And when did you move into your current position?
學生：那你什麼時候調到目前的職位？
Director: About three years ago. I retired after 20 years with the Sheriff’s Department and wanted a less hectic career until retirement.
主任：大約三年前。我在警長部門工作了 20 年後退休，想要一個在退休之前不那麼忙碌的職業。
Student: I see. (looks at notes) Well, that’s about all I need, I think.
學生：我明白了。（看著筆記）嗯，我想這差不多就是我需要的全部了。
Director: Good luck in your career decision. You can have a lot worse career than one in law enforcement.
主任：祝你在職業決策上好運。你可以有比從事執法工作更糟糕的職業。
Student: Why do you say that? (closes notebook and picks up a jacket)
學生：你為什麼這麼說？（合上筆記本，拿起一件外套）
Director: Well, it’s an important role in society and can be very rewarding. Like all jobs, it can be boring at times, but there are some really exciting times as well.
導演：嗯，這在社會中是一個重要的角色，並且可以非常有成就感。像所有工作一樣，有時可能會感到無聊，但也有一些非常令人興奮的時刻。
Student: Tell me about some of these.
學生：告訴我一些這些。
Director: The boring ones or the exciting ones?
導演：無聊的還是刺激的？
Student: The exciting ones, of course.
學生：當然是那些令人興奮的。
Director: Several come to mind. There was the time in Korea when a North Korean agent breached our outer security fences. And I remember a time in Alaska when a moose showed up in the barracks area. And, of course, there were somewhat routine investigations of drug sales on base, drunken airmen coming from town, and -here at the hospital-a patient escaping from his room and running through the waiting room with his wide-open gown flapping around.
主任：幾個情景浮現在腦海中。有一次在韓國，一名北韓特工突破了我們的外圍安全圍欄。我還記得在阿拉斯加，有一隻麋鹿出現在兵營區。當然，還有一些相對常規的調查，包括基地內的毒品販賣、從城裡醉酒回來的空軍士兵，以及——在醫院裡——一名病人從他的房間逃出來，穿著敞開的病服在候診室裡奔跑。
Student: Gee, you’ve had some interesting experiences. Thanks for your time. Could I come by again if I have some questions?
學生：哇，你有一些有趣的經歷。謝謝你的時間。如果我有問題，可以再來找你嗎？
Director: Sure, but it would be best to set up an appointment.
主任：當然，但最好是預約一個時間。
Student: Okay.學生：好的。

Student Activities學生活動

Watch several television interviews, and observe how they are opened. Which techniques are most common? How are these techniques related to relationships, interview types, situations, and length of interviews? Which nonverbal actions did you observe, and how did these affect the openings? How effective were rapport-building and orientation?
觀看幾個電視訪談，觀察它們是如何開始的。哪些技巧是最常見的？這些技巧與關係、訪談類型、情境和訪談長度有何關聯？你觀察到了哪些非語言行為，這些行為如何影響開場？建立融洽關係和導向的效果如何？
Watch several television interviews, and observe how they are closed. Which techniques are most common? How are these techniques related to relationships, interview types, situations, and length of interviews? Which nonverbal actions did you observe, and how did these affect the closings? Were there any false closings and, if so, how did the parties handle them and bring interviews to a close?
觀看幾個電視訪談，觀察它們是如何結束的。哪些技巧是最常見的？這些技巧與關係、訪談類型、情境和訪談長度有何關聯？你觀察到了哪些非語言行為，這些行為如何影響結尾？是否有任何虛假的結尾，如果有，雙方是如何處理這些情況並結束訪談的？
Record a televised interview of at least 10 to 15 minutes in length. Construct an interview guide from it. Which structural sequences did the interviewer use? Which type of question schedule do you think the interviewer used? Which question sequences did the interviewer employ? How do you think interview type, situation, relationship between parties, and issue affected the interviewer’s choices?
錄製一段長度至少為 10 到 15 分鐘的電視訪談。根據此錄音構建一份訪談指南。訪問者使用了哪些結構序列？您認為訪問者使用了哪種類型的問題安排？訪問者採用了哪些問題序列？您認為訪談類型、情境、雙方關係和議題如何影響了訪問者的選擇？
Conduct one interview over the Internet and one face-to-face in which you focus on interview structure. How did the Internet affect interactions, particularly during the opening and closing? What did you do differently when preparing for these two interviews? Which mode of interviewing did you find most appealing and most difficult?
進行一次網路訪談和一次面對面的訪談，重點關注訪談結構。網路如何影響互動，特別是在開場和結尾時？在準備這兩次訪談時，你做了哪些不同的準備？你覺得哪種訪談方式最具吸引力，哪種最具挑戰性？

Notes備註

LaRay M. Barna, “Stumbling Blocks in Intercultural Communication,” in Larry A. Samovar and Richard E. Porter, eds., Intercultural Communication: A Reader (Belmont, CA: Wadsworth, 1988), pp. 323-324.
LaRay M. Barna, “跨文化溝通中的障礙，”收錄於 Larry A. Samovar 和 Richard E. Porter 編輯的《跨文化溝通：讀本》（加州貝爾蒙特：Wadsworth, 1988），第 323-324 頁。
Lillian Glass, He Says, She Says: Closing the Communication Gap between the Sexes (New York: Putnam, 1993), pp. 45-59.
莉莉安·格拉斯，《他說，她說：縮小性別之間的溝通差距》（紐約：普特南，1993 年），第 45-59 頁。
http://scit.wlv.ac.uk/university/scit/modules/cp4414/lectures/week3interview/sld021, accessed September 28, 2006.
http://scit.wlv.ac.uk/university/scit/modules/cp4414/lectures/week3interview/sld021，訪問日期：2006 年 9 月 28 日。
George Gallup, “The Quintamensional Plan for Question Design,” Public Opinion Quarterly 11 (1947), p. 385.
喬治·蓋洛普，《五維問題設計計劃》，《公共意見季刊》11（1947），第 385 頁。
Erving Goffman, Relations in Public (New York: Basic Books, 1971), p. 88.
厄爾文·高夫曼，《公共關係》（紐約：基本書籍，1971 年），第 88 頁。
Mark L. Knapp, Roderick P. Hart, Gustav W. Friedrich, and Gary M. Shulman, “The Rhetoric of Goodbye: Verbal and Nonverbal Correlates of Human Leave-Taking,” Speech Monographs 40 (1973), pp. 182-198.
Mark L. Knapp, Roderick P. Hart, Gustav W. Friedrich, 和 Gary M. Shulman, “告別的修辭：人類告別的語言和非語言相關性,” Speech Monographs 40 (1973), 頁 182-198.

Resources資源

Barone, Jeanne Tessier, and Jo Young Switzer. Interviewing Art and Skill. Boston: Allyn and Bacon, 1995.
巴羅尼，珍·泰西耶，與喬·楊·斯威策。藝術與技能的訪談。波士頓：阿林與培根，1995 年。

Knapp, Mark L., Roderick P. Hart, Gustav W. Friedrich, and Gary M. Shulman. “The Rhetoric of Goodbye: Verbal and Nonverbal Correlates of Human Leave-Taking,” Speech Monographs 40 (1973), pp. 182-198.
Knapp, Mark L., Roderick P. Hart, Gustav W. Friedrich, 和 Gary M. Shulman. “告別的修辭：人類告別的言語與非言語相關性，” 演講專論 40 (1973)，第 182-198 頁。
Krivonos, Paul D., and Mark L. Knapp. “Initiating Communication: What Do You Say When You Say Hello?” Central States Speech Journal 26 (1975), pp. 115-125.
Krivonos, Paul D., 和 Mark L. Knapp. “啟動溝通：你在說你好時說了什麼？” 中部州言語期刊 26 (1975), 頁 115-125.
Wilson, Gerald L., and H. Lloyd Goodall Jr. Interviewing in Context. New York: McGrawHill, 1991.
威爾遜，傑拉爾德·L.，與 H. 洛伊德·古達爾二世。《情境中的訪談》。紐約：麥格勞-希爾，1991 年。

Zunin, Leonard, and Natalie Zunin: Contact: The First Four Minutes. London: Random House, 1986.

1

CHAPTER
The Probing Interview
第章探索性訪談

The probing interview is the most common of interviews.
探討性訪談是最常見的訪談形式。

The probing interview, what we often think of as the journalistic interview, is the most common of all interviews because we experience them as interviewer or interviewee nearly every day. Journalists, as well as recruiters, police officers, counselors, supervisors, employees, consumers, professors, students, parents, and children, rely on probing interviews to obtain and impart all sorts of information, attitudes, opinions, and feelings. Probing interviews may be as brief and informal as a student inquiring about a grade after class or as lengthy and formal as a 30- to 40-minute interview between a journalist and CEO about a potential merger or a political consultant and a political candidate talking about the content of proposed campaign ads.
探究性訪談，通常被我們視為新聞訪談，是所有訪談中最常見的一種，因為我們幾乎每天都以訪問者或被訪問者的身份經歷它們。記者、招聘者、警察、顧問、主管、員工、消費者、教授、學生、父母和孩子，都依賴探究性訪談來獲取和傳達各種信息、態度、意見和感受。探究性訪談可以像學生在課後詢問成績那樣簡短和非正式，也可以像記者與首席執行官之間關於潛在合併的 30 至 40 分鐘的正式訪談，或政治顧問與政治候選人之間討論提議的競選廣告內容那樣冗長和正式。

Regardless of length, formality, or setting, the purpose of the probing interview is to get relevant and timely information as accurately and completely as possible in the shortest amount of time. Gathering this information requires careful questioning, insightful listening and observing, and skillful probing into answers to dig beneath surface information for facts, examples, stories, explanations, attitudes, and reactions. Unfortunately, few of us are trained in interviewing. Chip Scanlan (author of Reporting and Writing: Basics for the 21st Century) writes that even “journalists get little or no training in this vital aspect of their job. Most learn by painful trial and error.”

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無論長度、正式程度或環境如何，探詢性訪談的目的是在最短的時間內獲取相關且及時的信息，並盡可能準確和完整地收集這些信息。收集這些信息需要仔細的提問、深刻的傾聽和觀察，以及對答案的巧妙探究，以挖掘表面信息之下的事實、例子、故事、解釋、態度和反應。不幸的是，我們中的少數人接受過訪談的訓練。Chip Scanlan（《報導與寫作：21 世紀的基礎》一書的作者）寫道，即使是“記者在這一工作的重要方面也幾乎沒有接受過訓練。大多數人都是通過痛苦的試錯來學習的。”

Preparing the Interview準備面試

Sụccessful probing interviews are thoroughly planned, sometimes rehearsed, and skillfully executed. There is no typical probing interview to serve as a model to follow because, as Eric Nalder the Pulitzer Prize winning chief investigative reporter for the Seattle Times, writes, they are as varied as the conversations we have and the people we talk to.

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Preparation consists of determining a purpose, researching the topic, and structuring the interview. Scanlan describes interviewing as "a process, like writing, that involves a series of decisions and actions designed to get the best possible information.

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The first step in this process is to determine your purpose.
成功的探查訪談是經過充分計劃、有時排練過並且熟練執行的。沒有一種典型的探查訪談可以作為遵循的模型，因為正如《西雅圖時報》的普利策獎獲得者首席調查記者埃里克·納爾德所寫的，它們與我們的對話和我們交談的人一樣多樣化。準備工作包括確定目的、研究主題和結構化訪談。斯坎蘭將訪談描述為「一個過程，就像寫作，涉及一系列旨在獲取最佳信息的決策和行動。」這一過程的第一步是確定你的目的。

Determining the Purpose確定目的

Begin by deciding exactly why you are going to conduct an interview. What is the end product? What kinds of information do you want: facts, opinions, feelings, expert testimony, eye witness accounts? A clear purpose is essential in determining the length and number of interviews, selecting interviewees, and deciding when and where to conduct
首先要明確你為什麼要進行訪談。最終產品是什麼？你想要什麼樣的信息：事實、意見、感受、專家證詞、目擊者證言？明確的目的對於確定訪談的長度和數量、選擇受訪者以及決定何時何地進行訪談至關重要。
interviews. Ken Metzler, a long-time professor of journalism at the University of Oregon, claims that when you know exactly what you want, “you’re halfway there.”

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訪談。肯·梅茲勒（Ken Metzler），俄勒岡大學的資深新聞學教授，聲稱當你確切知道自己想要什麼時，“你已經走了一半的路。”

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The situation might constrict a purpose. For instance, if the setting is a news conference or briefing, the interviewee party may dictate the types and numbers of questions you can ask, information available, whether some topics will be off the record, quotations you can attribute to the interviewee, and when you may report certain facts and opinions. Situational factors such as seriousness of a problem, availability of sources, and recency of incidents may determine the urgency of interviews, how long you will have to conduct interviews, and what you can ask ethically and legally.
情況可能會限制目的。例如，如果環境是新聞發布會或簡報，受訪方可能會決定您可以提出的問題類型和數量、可用的信息、某些主題是否會被視為不公開、您可以歸屬於受訪者的引用，以及您何時可以報導某些事實和意見。情境因素，如問題的嚴重性、來源的可用性和事件的近期性，可能會決定訪談的緊迫性、您進行訪談的時間長度，以及您在倫理和法律上可以提出的問題。

Researching the Topic研究主題

Be thoroughly briefed on the interview topic so you can determine what information and insights an interview can generate that are not readily available in other resources such as a course syllabus, books, journal articles, the Internet, library, annual reports, manuals and court documents. Research enables you to ask intelligent and insightful questions and avoid false assumptions about causes and effects, the willingness of a source to give important information, or the ability of a source to give information accurately. Some journalists recommend that research time should be 10 times the actual interview time.

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充分了解面試主題，以便您能夠確定面試能產生哪些在其他資源中不易獲得的信息和見解，例如課程大綱、書籍、期刊文章、互聯網、圖書館、年報、手冊和法庭文件。研究使您能夠提出智能且有見地的問題，並避免對因果關係、信息來源提供重要信息的意願或信息來源準確提供信息的能力產生錯誤假設。一些記者建議研究時間應該是實際面試時間的十倍。

Search through personal and organizational records, archives, and clipping files. Talk to colleagues and friends who have had occasion to study the topic or issue. Search through corporate, church, school, and courthouse records, publications, and documents. Visit the local or college library for reference works, atlases, almanacs, organizational and city directories, government documents, books, encyclopedias, professional journals, newspapers, periodicals, and biographical dictionaries. Browse the Internet. Some topics will take you to specialized libraries or computer databases devoted to law, medicine, former presidents, history, or technology.
搜尋個人和組織的記錄、檔案和剪報文件。與有機會研究該主題或問題的同事和朋友交談。查閱企業、教會、學校和法院的記錄、出版物和文件。造訪當地或大學圖書館以查找參考書籍、地圖集、年鑑、組織和城市名錄、政府文件、書籍、百科全書、專業期刊、報紙、期刊和傳記詞典。瀏覽互聯網。一些主題將引導您前往專門的圖書館或專注於法律、醫學、前總統、歷史或技術的計算機數據庫。

While researching a topic or issue, pay attention to what is not included in avail-
在研究一個主題或問題時，注意可用資料中未包含的內容

Show interest
in me, and l'll show interest in you.
對我表示興趣，我也會對你表示興趣。

Paying attention to omissions, dates, and interim events may help to focus your purpose.
注意遺漏、日期和臨時事件可能有助於聚焦您的目的。
The Internet and databases are becoming essential resources for interviews. able materials, such as explanations, interpretations of data, the many sides of an issue, attitudes, and feelings. How dated is available information? What has happened in the interim that might alter attitudes, preliminary data, or cherished dogma? What anecdotes and quotations might be important for a report or story?
互聯網和數據庫正成為訪談的重要資源。可用的材料，如解釋、數據的詮釋、問題的多面性、態度和感受。可用信息有多過時？在此期間發生了什麼可能改變態度、初步數據或珍視的教條？哪些軼事和引用可能對報告或故事很重要？

Revealing that you have done your multifaceted homework is important. Eric Raymond and Rick Moen recommend that "when you ask your question, display the fact that you have done these things first; this will help establish that you’re not being a lazy sponge and wasting people’s time. Better yet, display what you have learned from doing these things. We like answering questions for people who have demonstrated they can learn from the answers.

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On the other hand, ignorance or failure to do adequate homework may anger an interviewee, destroy your credibility, or embarrass you and your organization. There is no quicker way to lose the respect of an interviewee than an uninformed question or reaction. Don’t try to impress a person with your knowledge of a topic but be prepared sufficiently to establish your credibility and show you understand the topic. Phrase initial questions to indicate your familiarity with an area such as science, medicine, technology, or history.
揭示你已經做了多方面的功課是很重要的。艾瑞克·雷蒙德和瑞克·莫恩建議說：「當你提出問題時，首先展示你已經做過這些事情的事實；這將有助於建立你不是一個懶惰的吸收者，並且不會浪費人們的時間。更好的是，展示你從這些事情中學到的東西。我們喜歡回答那些已經表現出能夠從答案中學習的人提出的問題。

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另一方面，無知或未能做足夠的功課可能會激怒被面試者，毀壞你的可信度，或使你和你的組織感到尷尬。沒有比無知的問題或反應更快的方式來失去被面試者的尊重。不要試圖用你對某個主題的知識來給人留下深刻印象，而是要充分準備，以建立你的可信度並顯示你對該主題的理解。將初始問題表述為表明你對科學、醫學、技術或歷史等領域的熟悉程度。

Evidence of research impresses interviewees, shows you cannot be easily fooled, and motivates people to respond more readily and in depth. We are flattered when
研究的證據給面試者留下深刻印象，顯示你不容易被愚弄，並激勵人們更願意且深入地回應。我們感到受寵若驚當

others take the time to learn about us, our interests, fields, accomplishments, and opinions because we take pride in what we do and who we are. Know appropriate jargon and technical terms and use and pronounce them correctly. Know the respondent’s name (and how it is pronounced), title, and organization. You should know if a person is a professor or an instructor, an editor or a reporter, a pilot or a navigator, and a doctor with a PhD, MD, DVM, DDS, DO, or EdD degree.
其他人花時間了解我們、我們的興趣、領域、成就和意見，因為我們對自己所做的事情和我們的身份感到自豪。了解適當的行話和技術術語，並正確使用和發音。知道受訪者的姓名（及其發音）、職稱和組織。你應該知道一個人是教授還是講師、編輯還是記者、飛行員還是導航員，以及擁有博士、醫學博士、獸醫博士、牙醫博士、整骨醫學博士或教育博士學位的醫生。

Structuring the Interview
結構化面試

Interview Guide訪談指南
As you research a topic, jot down areas and subareas that might evolve into an interview guide. The guide may be an elaborate outline, major aspects of a topic, key words in a notebook, or the traditional journalistic interview guide.
在研究一個主題時，記下可能發展成為訪談指南的領域和子領域。該指南可以是詳細的大綱、主題的主要方面、筆記本中的關鍵詞，或是傳統的新聞訪談指南。

Who was involved?誰參與了？
What happened?發生了什麼事？
When did it happen?
這是什麼時候發生的？
Where did it happen?
這件事發生在哪裡？
How did it happen?
這是怎麼發生的？
Why did it happen?
為什麼會發生這種情況？

Length, sophistication, and importance of the interview may dictate the nature of the guide.
訪談的長度、複雜性和重要性可能決定指導的性質。
Refer to the structural sequences discussed in Chapter 4. Chronological sequences are particularly effective in moving through stories or happenings because they have occurred in time sequences. A logical sequence such as cause-to-effect or problem-tosolution is appropriate for dealing with issues and crises. A space sequence is helpful when an interview will deal with places. Remain flexible because few probing interviews go exactly as planned.
請參考第四章中討論的結構序列。時間序列在敘述故事或事件時特別有效，因為它們是按照時間順序發生的。因果或問題到解決的邏輯序列適合處理問題和危機。當訪談涉及地點時，空間序列是有幫助的。保持靈活，因為很少有深入訪談會完全按照計劃進行。

The Opening開幕式

Plan an opening that will establish an atmosphere of mutual trust and respect and create a positive relationship with the interviewee. Metzler recommends that we prepare “for ‘small talk’ or ‘icebreaker’ kinds of” questions and comments. Many of us are not good
計劃一個開場白，以建立相互信任和尊重的氛圍，並與受訪者建立積極的關係。梅茨勒建議我們準備一些“用於‘寒暄’或‘破冰’的”問題和評論。我們中的許多人並不擅長

A solid opening
is essential in motivating an interviewee.
一個良好的開場對於激勵面試者至關重要。

Know what “off the record” means to both parties.
了解「不公開」對雙方的意義。
at such things without careful thought, or we might overprepare so they sound trite, mechanical, or staged. Do not be too familiar with the interviewee. Are you really on a first name or nickname basis? If you are a stranger, identify yourself, your position, and the organization you represent. Even if you are well known to another, explain what you wish to discuss and why, reveal how the information will be employed, and state how long the interview will take. Don’t pull out a notebook or produce a tape recorder immediately because these can threaten the interviewee.
在沒有仔細思考的情況下對這些事情進行處理，或者我們可能會過度準備，使其聽起來陳腔濫調、機械化或舞台化。不要對受訪者過於熟悉。你真的和他們是以名字或暱稱相稱的關係嗎？如果你是陌生人，請介紹自己、你的職位以及你所代表的組織。即使你對對方很熟悉，也要解釋你希望討論的內容及其原因，說明這些信息將如何被使用，並告知面談將持續多長時間。不要立即拿出筆記本或錄音機，因為這可能會威脅到受訪者。

Consider an ice-breaker question about something you have noticed in the interviewee’s office or about hobbies, interests, or a news item. Congratulate the person on a recent recognition or accomplishment. Insert something humorous that you discovered in your research or encountered in planning the interview. Refer tactfully to the interviewee’s position on an issue. Ice-breaker questions and comments create interest in the interview and get people talking and ready to discuss substantive questions and issues. Don’t begin with difficult or potentially embarrassing questions. Raymond and Moen warn, “Beware of asking the wrong question.” Prepare the opening question carefully: “Think it through. Hasty sounding questions get hasty answers, or none at all. The more you do to demonstrate that having put thought and effort into solving your problem before seeking help, the more likely you are to actually get help.”
考慮一個關於你在受訪者的辦公室中注意到的事情，或關於興趣、愛好或新聞項目的破冰問題。祝賀這位人士最近的認可或成就。插入一些你在研究中發現或在計劃面試時遇到的幽默內容。委婉地提及受訪者在某個問題上的立場。破冰問題和評論能夠引起對面試的興趣，讓人們開始交談，並準備討論實質性問題和議題。不要以困難或可能令人尷尬的問題開始。雷蒙德和莫恩警告說：“小心問錯問題。”仔細準備開場問題：“仔細思考。匆忙的問題會得到匆忙的回答，或者根本沒有回答。你越是表現出在尋求幫助之前已經思考和努力解決問題，實際上獲得幫助的可能性就越大。”

Review the opening techniques discussed in Chapter 4 and select one or a combination best suited for this interview. Don’t fall into the habit of using a stock opening for all occasions.
回顧第 4 章中討論的開場技巧，選擇一種或多種最適合這次面試的技巧。不要養成在所有場合都使用固定開場的習慣。

Design the opening to fit each occasion and interviewee.

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A casual compliment, friendly remark about a topic or mutual friend, or a bit of small talk might create a friendly, relaxed atmosphere with one person and produce the opposite effect with a busy, hassled interviewee who neither likes nor has time for small talk. As we discussed in Chapter 1, establishing a positive relationship between interviewer and interviewee is critical to the success of every interview. Try to establish a “friendly conversational rapport, like old friends talking” without seeming to be too friendly or close. Enhance the relationship, but don’t try to leap beyond it.

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Avoid any semblance of artificiality in the opening.
設計開場以適應每個場合和受訪者。

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一句隨意的讚美、對某個話題或共同朋友的友好評論，或是一點小聊可能會在某些人身上創造出友好、輕鬆的氛圍，而對於一位忙碌、焦慮的受訪者來說，則可能產生相反的效果，因為他們既不喜歡也沒有時間進行小聊。正如我們在第一章中討論的，建立面試官與受訪者之間的積極關係對每次面試的成功至關重要。試著建立一種「友好的對話關係，就像老朋友在聊天」的感覺，但不要顯得過於友好或親密。增強這種關係，但不要試圖超越它。

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避免在開場中出現任何人為的痕跡。

Be sure both parties have a mutual understanding of ground rules governing the interaction before proceeding past the opening. This is particularly important in investigative interviews conducted by police officers, journalists, and supervisors. If everything of importance is off the record, why conduct the interview? Make it clear there can be no retroactive off-the-record demands. Be sure both parties understand what “off the record” means. It may mean not naming the source or using information only as background. If a person does not want to be quoted, try to get agreement that quotations may be attributed to an unnamed source or worked into the text of a report without attribution.
在進行開場之後，務必確保雙方對於互動的基本規則有共同的理解。這在由警察、記者和主管進行的調查性訪談中特別重要。如果所有重要內容都不作記錄，那麼為什麼要進行訪談？明確表示不可以有事後的非正式要求。確保雙方理解「不作記錄」的含義。這可能意味著不透露來源或僅將信息用作背景。如果某人不希望被引用，請嘗試達成共識，讓引用可以歸因於未具名的來源，或在報告的文本中不具名地使用。

A moderate適度

schedule is時間表是
a useful tool for long interviews.
一個對於長時間訪談有用的工具。

Body身體

If the interview will be brief or you are highly skilled in conducting probing interviews and phrasing questions, you may prepare only a guide and conduct a nonscheduled interview. If not, develop a moderate schedule that turns topics and subtopics into primary questions and provides possible probing questions under each.
如果訪談將會簡短，或者您在進行深入訪談和措辭問題方面非常熟練，您可以僅準備一個指導並進行非預定的訪談。如果不是，請制定一個適中的時間表，將主題和子主題轉化為主要問題，並在每個問題下提供可能的深入問題。

The moderate schedule eliminates the necessity of creating each question at the moment of utterance and allows you to phrase questions carefully and precisely. At the same time, the moderate schedule allows flexibility to delete questions or create new ones as the need or opportunity arises. For instance, you may accidentally discover an issue or topic not detected during research or planning that warrants a detour.
適度的時間表消除了在發言時立即創建每個問題的必要性，並允許您仔細而精確地措辭問題。與此同時，適度的時間表允許靈活性，以便在需要或機會出現時刪除問題或創建新問題。例如，您可能會意外發現一個在研究或規劃過程中未被檢測到的問題或主題，這需要偏離原定路線。

Interviewers often fear that if they digress from the planned schedule or guide, they will lose their train of thought and control of the interview. These risks are worth taking, and the moderate schedule minimizes them. You can return to your schedule and pick up where you left off. Thomas Berner recommends that if a good question comes up in answer to another question, jot it down in the margin of your schedule and return to it when most appropriate.

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The freedom to adapt and improvise to each interviewee, situation, and response makes the moderate schedule ideal for probing interviews.
面試官常常擔心如果偏離計劃的時間表或指導，他們會失去思路和對面試的控制。這些風險是值得冒的，而適度的時間表可以將其降至最低。您可以回到您的時間表，並從您停下的地方繼續。托馬斯·伯納建議，如果在回答另一個問題時出現了一個好的問題，可以將其記下來，並在最合適的時候回到它。

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適應和即興發揮的自由使得適度的時間表非常適合深入面試。

Closing關閉

End the interview when the information is attained or time runs out. If an interview is limited to 15 minutes, for instance, complete the interview in this time or prepare to close. Do not ignore the time limit or badger the person into continuing. The inter-
當獲得所需資訊或時間耗盡時結束訪談。如果訪談限制在 15 分鐘內，例如，請在此時間內完成訪談或準備結束。不要忽視時間限制或強迫對方繼續。該訪談-

Abide by time遵守時間

limits. viewee may grant additional time if you acknowledge that time is up and you need only a few more minutes. If not, close the interview positively and try to arrange for another one. Respect for the other party’s time constraints will enhance the relationship.
限制。被訪者可以在您承認時間已到且只需要幾分鐘的情況下，授予額外的時間。如果不行，請積極結束面試並嘗試安排另一個面試。尊重對方的時間限制將增強雙方的關係。

Review the closing guidelines and techniques in Chapter 4, particularly clearinghouse probes. Be sure you understand the information you have received, can reproduce names, position titles, dates, quotations, and statistics accurately. Know how to reach the source if necessary. And make the closing a dialogue with the interviewee, not a monologue. The interviewee should be an active party from opening through closing. Always show appreciation for the interviewee’s assistance. And remember that the interview is not over until both parties are out of sight and sound of one another. Look and listen for important information or insights during the closing moments when the interviewee’s guard may be down. Journalist Pat Stith writes that "some of the best stuff you’re going to get will come in the last few minutes, when you’re wrapping up the interview, packing your stuff, getting ready to leave.

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檢視第 4 章的結束指導方針和技巧，特別是清算所探針。確保你理解所收到的信息，能準確重現姓名、職位、日期、引用和統計數據。如果有必要，知道如何聯繫來源。並且讓結束部分成為與受訪者的對話，而不是獨白。受訪者應該是從開始到結束的積極參與者。始終對受訪者的協助表示感謝。並記住，訪談在雙方不再可見和可聽的情況下才算結束。在結束的時刻，當受訪者的警惕性可能降低時，注意尋找重要的信息或見解。記者帕特·斯蒂斯寫道：“你將獲得的一些最佳內容將在最後幾分鐘出現，當你在結束訪談、收拾東西、準備離開時。”

Selecting Interviewees and Interviewers
選擇受訪者和訪談者

Once you have determined a purpose, conducted the necessary research, and structured the interview, select interviewees and decide who should conduct the interviews.
一旦您確定了目的，進行了必要的研究並結構化了訪談，選擇受訪者並決定誰應該進行訪談。

Selecting Interviewees選擇受訪者

Your purpose and situation may determine the party or parties you must interview: a wounded Marine, a witness to a tornado, the student government president, an eye surgeon who has developed a new laser procedure. At other times, you are free to select from among several students, politicians, witnesses, or members of the student government. Interviewees may need to be experts or merely lay persons with differing points of view. The interviewee may be the featured subject: an astronaut, survivor of an accident, member of congress, a religious figure from outside the United States. Use
您的目的和情況可能決定您必須訪問的當事方：一名受傷的海軍陸戰隊員、一位龍捲風目擊者、一位學生會主席、一位開發了新激光手術的眼科醫生。在其他情況下，您可以自由選擇幾位學生、政治家、目擊者或學生會成員。受訪者可能需要是專家，或僅僅是持有不同觀點的普通人。受訪者可能是主要主題：一名宇航員、一名事故倖存者、一位國會成員、一位來自美國以外的宗教人物。使用
the following four criteria in selecting interviewees: level of information, availability, willingness, and ability.
選擇受訪者的以下四個標準：信息水平、可用性、意願和能力。

Level of Information資訊層級

The most important criterion is whether or not the person has the information needed.
最重要的標準是該人是否擁有所需的信息。

Make sure your確保你的

interviewee possesses the information you need.
受訪者擁有您所需的信息。

Do not assume不要假設

a potential潛力

interviewee is unavailable; ask first.
受訪者無法參加；請先詢問。

Fear of what對什麼的恐懼

may be revealed in an interview might make participants reluctant.
在訪談中可能揭示的內容可能使參與者感到不情願。

If so, what is the person’s level of expertise through experiences, education, training, and positions? For instance, primary sources are those directly involved with the information you want, support sources are those with important connections to primary sources, and expert sources are those with superior knowledge or skills relating to the information you need.

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Sometimes part of your purpose is to assess a person’s level of expertise. As an oral historian, you may want to interview a person who was actively involved in developing the space shuttle, not merely an expert on the shuttle. As a journalist, you may need to interview a detective who was in charge of a murder investigation, not a bystander.
如果是這樣，這個人的專業水平如何，通過經驗、教育、培訓和職位來評估？例如，主要來源是那些直接參與您所需信息的人，支持來源是與主要來源有重要聯繫的人，而專家來源是那些擁有與您所需信息相關的卓越知識或技能的人。

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有時，您的部分目的就是評估一個人的專業水平。作為一名口述歷史學家，您可能想要訪問一位積極參與航天飛機開發的人，而不僅僅是一位航天飛機的專家。作為一名記者，您可能需要訪問一位負責謀殺調查的偵探，而不是一名旁觀者。

Raymond Gorden writes about key informants who can supply information on local situations, assist in selecting and contacting knowledgeable interviewees, and aid in securing their cooperation.

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Discover who these people are and how they might assist in selecting respondents. A key informant might be a family member, friend, fellow member of a student organization, employer, or person being interviewed.
雷蒙德·戈登寫到關鍵知情者，他們可以提供有關當地情況的信息，協助選擇和聯繫知識淵博的受訪者，並幫助確保他們的合作。

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了解這些人是誰以及他們如何協助選擇受訪者。關鍵知情者可能是家庭成員、朋友、學生組織的成員、雇主或被訪者。

Availability可用性

A source might be too far away, available only for a few minutes when you need an in-depth interview, or unavailable until after a deadline. Consider the telephone, videoconference, or e-mail before giving up on a source. And never assume a person is unavailable. Stories abound among journalists and researchers about famous interviews that occurred merely because interviewers asked for interviews or were persistent in asking. You may talk yourself out of an interview by being certain the person will not talk-a self-fulfilling prophecy: “You don’t have time to talk, do you?”
一個來源可能距離太遠，只有在你需要深入訪談時可用幾分鐘，或者在截止日期之後才可用。在放棄一個來源之前，考慮使用電話、視訊會議或電子郵件。並且永遠不要假設某人無法聯繫。記者和研究人員之間流傳著許多故事，講述著著名的訪談僅僅因為訪談者請求訪談或持續請求而發生。你可能會因為確信某人不會交談而讓自己放棄訪談——這是一種自我實現的預言：“你沒有時間交談，是嗎？”

Consider a possible go-between, Gorden’s key informant, such as a mutual friend or associate, an aide, or the public relations department. You might go to where a person works, lives, or plays rather than expect the person to come to you. Sometimes an interviewee will ask to see some or all of your questions in advance. Be careful of excessive demands about topics, questions, off-limit subjects, and off-the-record comments that may make the person no longer a viable party. Meeting such demands will destroy the spontaneity of the probing interview.
考慮一個可能的中介，例如戈登的關鍵信息提供者，如共同朋友或合夥人、助手或公關部門。你可以去一個人工作的地方、居住的地方或娛樂的地方，而不是期待那個人來找你。有時候，受訪者會要求提前查看你的一些或所有問題。要小心對主題、問題、禁忌話題和不公開評論的過度要求，這可能會使該人不再是可行的參與者。滿足這些要求會破壞深入訪談的自發性。

Willingness意願

Potential respondents may be unwilling to meet with you for a variety of reasons. They may mistrust you or your organization, profession, or position. They may fear that information they give will harm them, their organizations, or significant others, particularly because of inaccurate reporting, hidden agendas, or sensationalism prevalent in many news sources. They may feel the information you want is no one else’s business or that it is unimportant and therefore a waste of time.

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In short, a respondent may feel there is nothing in the interview that warrants the time and risks involved. Lawsuits materialize today over almost anything a person might say or not say, and organizations
潛在的受訪者可能因各種原因不願意與您會面。他們可能不信任您或您的組織、職業或地位。他們可能擔心所提供的信息會對他們、他們的組織或重要他人造成傷害，特別是因為許多新聞來源中普遍存在的不準確報導、隱藏議程或耸人聽聞的報導。他們可能認為您想要的信息與其他人無關，或者認為這不重要，因此浪費時間。

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總之，受訪者可能覺得這次訪談沒有值得投入時間和承擔風險的內容。如今，幾乎任何人可能說或不說的話都可能引發訴訟，而組織

Resort to armtwisting as a last resort.
作為最後的手段訴諸於施壓。

are particularly fearful of being sued for millions. They try to control the persons who can speak for them. Those who have dealt with the press and investigators relate times when they were misquoted, taken out of context, had information reported erroneously, or ended up being the focus of a report they thought was a study of many people.
特別害怕被控告索賠數百萬。他們試圖控制能夠代表他們發言的人。那些曾與媒體和調查者打交道的人提到過，他們曾被錯誤引用、斷章取義、信息被錯誤報導，或最終成為他們認為是針對許多人的研究報告的焦點。

You may have to convince interviewees that you can be trusted for confidentiality, accuracy, thoroughness, and fair reporting. People are likely to cooperate if they have an interest in you, the topic, or the outcome of the interview. Point out why their interests will be better served if information and attitudes are known. Sometimes you may have to employ a bit of arm-twisting such as “If you don’t talk to us, we’ll have to rely on other sources” or “The other parties involved have already told their sides of the incident. Are you certain you do not want us to hear yours?” Be careful of threats. They can ruin an interview, damage a relationship, and preclude future contacts. Few of us take threats lightly. Be wary of persons who are too eager to be interviewed. Consider their motivations and reputations.
您可能需要說服受訪者相信您可以在保密性、準確性、徹底性和公正報導方面值得信賴。如果他們對您、主題或訪談結果感興趣，人們更可能合作。指出如果信息和態度被了解，他們的利益將如何得到更好的服務。有時您可能需要使用一些施壓的手段，例如「如果您不和我們交談，我們將不得不依賴其他來源」或「其他相關方已經講述了他們的事件經過。您確定不想讓我們聽聽您的說法嗎？」要小心威脅。它們可能會毀掉一次訪談，損害關係，並排除未來的聯繫。我們中的少數人會輕視威脅。要對那些過於渴望接受訪談的人保持警惕。考慮他們的動機和聲譽。

Ability能力

Is the potential interviewee able to transmit information freely and accurately? Several problems may make a person unacceptable: poor memory, failing health, state of shock, biases or prejudices, habitual lying, proneness to exaggeration or oversimplification, and repression of horrific memories. Elderly witnesses may remember events very differently than they really were. A father or mother grieving over the loss of a child (and confronted with tape recorders, interviewers, lights, and cameras) may be unable to focus on details. Interviewers often expect persons to relate minute details and exact timing of events that took place months or years before, when most of us have trouble recalling what we did yesterday.
潛在的受訪者是否能夠自由且準確地傳遞信息？幾個問題可能使一個人變得不可接受：記憶力差、健康狀況不佳、震驚狀態、偏見或成見、習慣性撒謊、誇大或過度簡化的傾向，以及壓抑可怕的記憶。年長的證人可能會對事件的記憶與實際情況大相徑庭。一位因失去孩子而悲痛的父親或母親（面對錄音機、訪問者、燈光和攝影機）可能無法專注於細節。訪問者通常期望受訪者能夠回憶起幾個月或幾年前發生事件的微小細節和確切時間，而我們大多數人連昨天做了什麼都難以回憶。

If time permits, get to know interviewees ahead of time. Learn about their accomplishments, personalities, reputations, biases, interests, and interviewing traits. How skilled are they at responding to (and evading) questions? Many persons are interviewed daily, and a growing number have taken intensive courses in which they have learned how to confront interviewers of all types. Eugene Webb and Jerry Salancik write that the interviewer “in time, should know” a “source well enough to be able to know when a distortion is occurring, from a facial expression that doesn’t correspond to a certain reply.”

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如果時間允許，提前了解受訪者。了解他們的成就、個性、聲譽、偏見、興趣和面試特徵。他們在回答（和迴避）問題方面的技巧如何？許多人每天都會接受面試，越來越多的人參加了密集課程，學會了如何應對各類型的面試官。尤金·韋布和傑瑞·薩蘭西克寫道，面試官“隨著時間的推移，應該能夠”充分了解“來源，以便能夠知道何時發生扭曲，從一個與某個回答不相符的面部表情。”

Selecting Interviewers選擇面試官

Eric Nalder claims that the number one trait of an ideal journalist, or any probing interviewer, is curiosity about everyone and everything. Similarly, Ken Metzler claims “the best interviewers are those who enjoy people and are eager to learn more about the people they meet-and who are eternally curious about darned near everything.” We would add that, along with curiosity, the interviewer should be friendly, courteous, organized, observant, patient, persistent, and skillful:
埃里克·納爾德聲稱，理想的記者或任何深入的訪談者的首要特質是對每個人和每件事的好奇心。同樣，肯·梅茲勒聲稱「最好的訪談者是那些喜歡與人交往並渴望了解他們所遇到的人的人——並且對幾乎所有事物都永遠保持好奇。」我們還要補充，除了好奇心之外，訪談者應該友好、有禮貌、有組織、善於觀察、有耐心、堅持不懈且技藝高超：

A situation may require an interviewer of a certain age, sex, race, ethnic group, religion, political party (or independent), or educational level. A 60-year-old interviewer might find it as difficult to relate to today’s teenagers as a teenager would to the 60 -year-old. A woman might confide more readily to a female interviewer than to a
某種情況可能需要特定年齡、性別、種族、民族、宗教、政黨（或獨立）或教育程度的面試官。一位 60 歲的面試官可能會發現與當今的青少年建立聯繫與青少年與 60 歲的面試官之間的困難相似。一位女性可能會比對男性面試官更容易向女性面試官傾訴。
male interviewer. An interviewer of Arabic ancestry might be more effective with Iraqi immigrants because of common culture, traditions, and communication customs.
男性面試官。具有阿拉伯血統的面試官可能對伊拉克移民更有效，因為他們擁有共同的文化、傳統和溝通習俗。

Status difference and similarity affect motivation, freedom to respond, control, and rapport.
地位差異和相似性影響動機、回應自由、控制和融洽關係。

Status is a critical criterion for some interviewees.
地位對某些受訪者來說是一個關鍵標準。

Be aware of注意

the relational history of the parties.
當事方的關係歷史。

Status difference or similarity between interviewer and interviewee may offer unique advantages for the interviewer. When an interviewer is subordinate to an interviewee (student to professor, hourly worker to manager, vice president to president):
面試官與面試者之間的地位差異或相似性可能為面試官提供獨特的優勢。當面試官在地位上低於面試者（學生對教授、時薪工對經理、副總裁對總裁）：

The interviewer does not have to be an expert.
面試官不必是專家。
The interviewee will not feel threatened.
受訪者不會感到受到威脅。
The interviewee will feel freer to speak.
受訪者會感到更自由地發言。
The interviewee might want to help the interviewer.
受訪者可能想要幫助面試官。

Famous NBC news correspondent, anchor, and host David Brinkley remarked in a PBS interview that he welcomed the opportunity to meet with journalism students and young reporters in his office, to show them around the studio, and to discuss the academic background needed to be effective reporters.
著名的 NBC 新聞記者、主播和主持人大衛·布林克利在 PBS 的訪談中表示，他歡迎有機會在自己的辦公室與新聞學學生和年輕記者會面，帶他們參觀錄影室，並討論成為有效記者所需的學術背景。

When an interviewer is superior to the interviewee (captain to sergeant, CEO to division head, physician to nurse practitioner):
當面試官高於面試者（隊長對軍士，首席執行官對部門主管，醫生對護理執業者）：

The interviewer can control the interview.
面試官可以控制面試。
The interviewer can reward the interviewee.
面試官可以獎勵面試者。
The interviewee may feel motivated to please the interviewer.
受訪者可能會感到有動力取悅面試官。
The interviewee may feel honored to be a participant.
受訪者可能會感到榮幸能成為參與者。

Some organizations give high-status-sounding titles to representatives to enhance their superior aura: chief correspondent rather than correspondent, vice president instead of sales director, editor rather than reporter, executive rather than supervisor.
一些組織給予代表高地位的頭銜，以增強他們的優越氣場：首席通訊員而非通訊員、副總裁而非銷售總監、編輯而非記者、執行官而非監督。

When the interviewer is equal to the interviewee (student to student, associate to associate, researcher to researcher):
當面試官與面試者平等時（學生對學生、同事對同事、研究人員對研究人員）：

Rapport is easily established.
關係容易建立。
There are fewer communication barriers.
溝通障礙較少。
There are fewer pressures.
壓力較少。
A high degree of empathy is possible.
高度的同理心是可能的。

In many situations, we prefer to be interviewed by people similar to us in a variety of ways, including sex, age, education level, and professional field. Some interviewees will not grant interviews to organizations or people they perceive to be of lower status. If they are senior U.S. senators, for instance, they expect the newspaper or network to send its senior correspondent.
在許多情況下，我們更喜歡接受與我們在性別、年齡、教育程度和專業領域等多方面相似的人的訪問。一些受訪者不會向他們認為地位較低的組織或人員授予訪問。如果他們是美國的高級參議員，例如，他們期望報紙或電視網派遣其高級記者。

Relationship of Interviewer and Interviewee
面試官與面試者的關係

By the time you have researched and selected interviewees and interviewers, you should have an accurate picture of the relationship that will exist during the interview. Robert Ogles and other journalism professors note, for example, that journalistic
在您研究並選擇受訪者和訪談者的時候，您應該對訪談期間將存在的關係有一個準確的了解。例如，羅伯特·奧格爾斯和其他新聞學教授指出，新聞學
interviews rely on “secondary relationships” that are nonintimate and limited to one or very few relational dimensions.

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These dimensions tend to be more functional than emotional and rely on surface cues such as obvious similarities, appearance, and nonverbal behavior.
訪談依賴於“次級關係”，這些關係是非親密的，並且僅限於一個或非常少的關係維度。這些維度往往更具功能性而非情感性，並依賴於表面線索，如明顯的相似性、外貌和非語言行為。

Many interviews, including some journalistic interviews, involve all of the relational dimensions discussed in Chapter 1. Be aware of perceived similarities and differences of both parties.
許多訪談，包括一些新聞訪談，涉及第一章中討論的所有關係維度。要注意雙方感知的相似性和差異性。

To what extent does each want to be included and involved in this interview?
每個人希望在這次訪談中被納入和參與的程度有多大？
How much do the parties like and respect one another?
雙方彼此的喜好和尊重程度如何？
How much control and dominance is each party likely to exert or try to exert during the interview?
在面試過程中，各方可能施加或嘗試施加多少控制和主導權？
What is the level of trust between the parties?
雙方之間的信任程度如何？

A positive relationship is critical to the success of even the simplest probing interviews because they tend to delve into beliefs, attitudes; values, feelings, and inner secrets.
積極的關係對於即使是最簡單的探討性訪談的成功至關重要，因為這些訪談往往深入探討信念、態度、價值觀、情感和內心秘密。

Conducting the Interview
進行面試

The purpose of a probing interview is to get in-depth and insightful information that only an interviewee can offer. It is essential, then, to get beyond superficial and safe Level 1 interactions to riskier and deeper Level 2 and Level 3 interactions. You must motivate an interviewee to disclose beliefs, attitudes, and feelings as well as unknown facts.
探討性訪談的目的是獲取只有受訪者能提供的深入且具洞察力的信息。因此，必須超越表面和安全的第一層互動，進入更具風險和更深層的第二層和第三層互動。你必須激勵受訪者披露信念、態度和感受，以及未知的事實。

Motivating Interviewees激勵受訪者

There are many reasons why a person might be reluctant to talk to you or to communicate beyond Level 1 if an interview takes place.

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An interviewee may have been “burned” in previous interviews such as this one or by interviewers from your organization, by interviewers like you, or by you. Your negative or threatening reputation may precede you. An interviewee may see the interview as posing a risk to self-image, credibility with others, or to a career. Perhaps the interview is seen as an invasion of privacy or posing the danger of opening up areas the interviewee may prefer to remain forgotten or unknown. And the interviewee may simply not want to be interviewed on any subject. On the other hand, be careful of interviewees who appear to be too eager to take part and reveal secrets. They may be after publicity, exposure, an ego-trip, a chance to sell a product or idea, or to get even with someone or an organization.
有許多原因可能使一個人不願意與你交談或在面試中進行超過第一級的溝通。

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面試者可能在之前的面試中受到過“燒傷”，例如這次面試，或是來自你所在組織的面試官，或是像你這樣的面試官，或是你本人。你的負面或威脅性的聲譽可能會在你之前就已經傳開。面試者可能會將面試視為對自我形象、與他人的信譽或職業的風險。也許面試被視為對隱私的侵犯，或是開啟面試者可能希望被遺忘或未知的領域的危險。而且面試者可能根本不想在任何主題上接受面試。另一方面，要小心那些看起來過於渴望參加並揭露秘密的面試者。他們可能是在尋求宣傳、曝光、自我滿足、銷售產品或理念的機會，或是想要報復某人或某個組織。

Interviewees are likely to communicate beyond Level 1 if you adhere to simple guidelines that follow the golden rule: do unto others as you would have them do unto you. This rule applies to the most difficult of interview situations. A report about interrogation interviews with insurgents in Iraq and Afghanistan noted that “the successful interrogators all had one thing in common in the way they approached their subjects. They were nice to them.”

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Parties are likely to communicate freely and accurately if they trust you to react with understanding and tact, maintain confidences, use the information fairly, and report what they say accurately and completely. Trust begins with the opening.

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Ken Metzler recommends that we avoid the term interview and call it a
受訪者如果遵循簡單的指導方針，並遵循黃金法則：己所不欲，勿施於人，則很可能會超越第一級進行交流。這條法則適用於最困難的面試情境。一份關於在伊拉克和阿富汗對叛亂分子的審訊面談的報告指出：“成功的審訊者在接觸受訪者的方式上都有一個共同點。他們對受訪者很友好。”

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如果各方信任你能以理解和圓滑的方式反應，保持機密，公平使用信息，並準確完整地報告他們所說的話，那麼他們很可能會自由而準確地交流。信任始於開場。

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Ken Metzler 建議我們避免使用“面試”這個術語，而稱之為一個

Trust is essen-信任是本質-

tial for probing interviews.

Listening is as important as asking.
聆聽與提問同樣重要。

Make the interviewee the star of the show.
讓受訪者成為焦點。
conversation, talk, discussion, or chat. He also advises us to “drop names” of people the interviewee respects that may serve as ice-breakers, credibility enhancers, and motivators. Come to the interview dressed appropriately for the situation and to show respect for the interviewee. Identify yourself, your organization, and the subject matter of the interview. Be honest in explaining your purpose, the nature of the interview, and how you will use the information you receive.
對話、交談、討論或聊天。他還建議我們“提及”受訪者尊敬的人，以作為破冰者、增強可信度和激勵者。以適合情況的服裝參加面試，以表達對受訪者的尊重。介紹自己、你的組織以及面試的主題。誠實地解釋你的目的、面試的性質以及你將如何使用所獲得的信息。

Don’t have an attitude. From the opening until the interview ends, show sincere interest in and enthusiasm for the interviewee, the topic, and answers. Don’t state or imply how you feel about answers and issues; be neutral. Control the interview without interrupting and look for natural pauses to probe or to ask primary questions rather than interrupt the interviewee. Ask questions rather than make statements. Be a good listener not only with your ears but your eyes, face, nods, and attentive posture. Metzler writes that, “It’s not the questions you ask that make for a successful interview but the attention you pay to the answers you receive.” Avoid tricks, gimmicks, and deceptions.
不要有態度。從開始到面試結束，對面試者、主題和回答表現出真誠的興趣和熱情。不要陳述或暗示你對回答和問題的感受；保持中立。控制面試而不打斷，尋找自然的停頓來探詢或提出主要問題，而不是打斷面試者。提出問題而不是陳述。要成為一個好的聆聽者，不僅用耳朵，還要用眼睛、面部表情、點頭和專注的姿勢。梅茨勒寫道：“成功的面試不是在於你問了什麼問題，而在於你對所收到的回答所給予的注意。”避免使用詭計、花招和欺騙。

Asking Questions提問

Questions are not just the tools of the trade, but are critical in motivating interviewees to provide the information and insights needed. Unfortunately, interviewers tend to ask too many questions, and this limits their opportunities to listen, observe, and think. Too often interviewers are or appear to be arrogant or assume they “are entitled to an answer.” Raymond and Moen declare that “You are not; you aren’t, after all, paying for the service. You will earn an answer, if you earn it, by asking a substantial, interesting, and thought-provoking question-one that implicitly contributes to the experience of the community rather than merely passively demanding knowledge from others.” Listen with empathy.
問題不僅是行業的工具，更是在激勵受訪者提供所需信息和見解方面至關重要。不幸的是，面試官往往會問太多問題，這限制了他們傾聽、觀察和思考的機會。面試官常常顯得傲慢，或假設他們“有權獲得答案”。雷蒙德和莫恩宣稱：“你並沒有；畢竟，你並不是在為這項服務付費。如果你通過提出一個實質性、有趣且引人深思的問題來獲得答案，那麼你就會得到答案——這個問題隱含地有助於社區的經驗，而不僅僅是被動地向他人索取知識。” 以同理心傾聽。

Ask Open-Ended Questions
提出開放式問題

Open questions motivate and encourage interviewees to communicate, particularly in the opening minutes of probing interviews. Thorough answers to open-ended questions allow you to listen appropriately (for comprehension, empathy, evaluation, resolution) and observe the interviewee’s mannerisms, appearance, and nonverbal communication. Listening and observing help determine the accuracy and relevance of answers and how the interviewee feels about the situation and the topic. A raised eyebrow or a slight hesitancy of a respondent from another culture, for instance, may signal that you used a slang phrase, colloquialism, or oxymoron with which this person is unfamiliar or that sounds strange.
開放性問題激勵並鼓勵受訪者進行交流，特別是在深入訪談的開場幾分鐘內。對開放式問題的徹底回答使您能夠適當地傾聽（以理解、同理心、評估、解決）並觀察受訪者的舉止、外貌和非語言交流。傾聽和觀察有助於確定回答的準確性和相關性，以及受訪者對情況和主題的感受。例如，來自另一種文化的受訪者抬起眉毛或稍微猶豫，可能表明您使用了他們不熟悉或聽起來奇怪的俚語、口語或矛盾修辭。

Closed questions result in the interviewer talking more while listening and observing less. If you find yourself asking question after question and doing most of the work in an interview, you are asking too many closed questions and trying to guess information rather than ask for it. Be patient and persistent. Do not interrupt a respondent unless the person is obviously off target, evading a question, or promises to continue answering forever.
封閉式問題會導致面試官講得更多，而聆聽和觀察得更少。如果你發現自己在面試中不斷提問並且做了大部分的工作，那麼你就是在問太多封閉式問題，並試圖猜測信息而不是直接詢問。要有耐心和堅持。除非受訪者顯然偏離主題、迴避問題或承諾會無限期回答，否則不要打斷他們。

Ask Probing Questions提出探究性問題

The flexible nature of the probing interview requires a full range of probing questions. Metzler writes that “probes-followup questions-are essential. Its seldom the
探查訪談的靈活性需要一系列全面的探查問題。梅茨勒寫道：“探查—後續問題—是必不可少的。這很少是
first question that gets to the heart of the matter, it’s the seventh, or maybe 16thquestion you didn’t know you were going to ask but have chosen to ask because of your careful, thoughtful listening.” Use silent and nudging probes to encourage interviewees to continue. Many respondents state the first thing that comes to mind and stop. Silence or a simple nudge such as “Uh-huh” encourages them to continue.
“第一個問題觸及了事情的核心，它是第七個，或者是你不知道會問的第十六個問題，但因為你仔細而深思熟慮的傾聽而選擇了提問。” 使用沉默和輕推的方式來鼓勵受訪者繼續。許多受訪者會說出第一個想到的事情然後停止。沉默或簡單的輕推，例如“嗯”，會鼓勵他們繼續。

Be an active listener, not a passive sponge. Use informational probes when you detect cues in answers or need additional information or explanation. They resolve superficial and suggestive answers. Use restatement probes when interviewees do not answer the question you asked. Use reflective and mirror questions to verify and clarify answers and to check for accuracy and understanding. Use clearinghouse probes before proceeding to new topics or closing the interview to be sure you have obtained everything of importance to your story or report. Metzler suggests asking metaphorical questions, such as “Governor, do you hope to hit a home run with this legislative proposal?” to motivate interviewees to expand answers in an interesting and understandable manner. You cannot plan for every piece of information or insight an interviewee might have. Some journalists advise that “even if you go into an interview armed with a list of questions, the most important probably will be ones you ask in response to an answer.”

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成為一個積極的聆聽者，而不是被動的海綿。當你察覺到回答中的線索或需要額外的信息或解釋時，使用信息探針。它們能解決表面和暗示性的回答。當受訪者未能回答你所提的問題時，使用重述探針。使用反思和鏡像問題來驗證和澄清回答，並檢查準確性和理解。使用清理探針，在進入新主題或結束訪談之前，以確保你已獲得對你的故事或報告重要的所有信息。梅茨勒建議提出隱喻性問題，例如「州長，您希望通過這項立法提案取得成功嗎？」以激勵受訪者以有趣且易於理解的方式擴展回答。你無法為受訪者可能擁有的每一條信息或見解做好準備。一些記者建議「即使你帶著一份問題清單進入訪談，最重要的問題可能是你對回答所提出的問題。」

When asking questions and probing into answers, be courteous, friendly, tactful, and nonargumentative. Do not debate a respondent. Be understanding when delving into sensitive or personal areas. Be prepared to back off if an interviewee becomes emotionally upset or angry. There are times when you need to pry into potentially embarrassing areas such as the nature of an illness, marital problems, organizational finances, or an arrest. Eric Nalder claims, “There are no embarrassing questions, only embarrassing answers.”
在提問和探究答案時，應保持禮貌、友好、圓滑且不具爭議性。不要與受訪者辯論。在深入敏感或個人領域時，應保持理解。如果受訪者情緒激動或生氣，應準備好退讓。有時你需要探究一些可能令人尷尬的領域，例如疾病的性質、婚姻問題、組織財務或逮捕。艾瑞克·納爾德聲稱：「沒有令人尷尬的問題，只有令人尷尬的答案。」

Persistent probing is essential in probing interviews, but you must know when to stop. An interviewee may become agitated, confused, or silent if you probe too far. This exchange occurred between an attorney and a physician:

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持續的探詢在探詢訪談中是必不可少的，但你必須知道何時停止。如果你探詢得太深入，受訪者可能會變得不安、困惑或沉默。這段對話發生在一位律師和一位醫生之間：

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Know when
enough is
enough.

Attorney: Doctor, before you performed the autopsy, did you check for a pulse?
律師：醫生，在您進行屍檢之前，您有檢查脈搏嗎？
Physician: No.醫生：不。
Attorney: Did you check for blood pressure?
律師：你有檢查血壓嗎？
Physician: No.醫生：不。
Attorney: Did you check for breathing?
律師：你有檢查呼吸嗎？
Physician: No.醫生：不。
Attorney: So, then it is possible that the patient was alive when you began the autopsy?
律師：那麼，當你開始解剖時，病人有可能還是活著的嗎？
Physician: No.醫生：不。
Attorney: How can you be so sure, Doctor?
律師：你怎麼這麼確定，醫生？
Physician: Because his brain was sitting on my desk in a jar.
醫生：因為他的腦袋在我的桌子上裝在一個罐子裡。
Attorney: But could the patient have still been alive nevertheless?
律師：但病人是否仍然可能還活著呢？
Physician: It is possible that he could be alive practicing law somewhere.
醫生：他有可能在某個地方活著並從事法律工作。
Be persistent and patient, but know when to stop. Listen, observe, and think.
要堅持和耐心，但要知道何時停止。傾聽、觀察和思考。

Even the most seasoned interviewer can stumble into a pitfall when unaware.
即使是最有經驗的面試官，在不知情的情況下也可能會陷入陷阱。

Because probing interviews necessitate creating many questions on the spot, you may fall into the common question pitfalls discussed in Chapter 3. Review these carefully: the bipolar trap, the open-to-closed switch, the double-barreled inquisition, the leading push, the yes (no) response, the guessing game, the curious probe, the quiz show, the don’t ask, don’t tell, and complexity vs. simplicity. Remember the rules: think before asking, stop when you’ve asked a good question, and use bipolar or leading questions sparingly for specific purposes. Know the pitfalls well enough that you can catch yourself before stumbling into one. The following good and bad examples will sharpen question skills.
因為探查性訪談需要即興創建許多問題，您可能會陷入第三章中討論的常見問題陷阱。仔細回顧這些：雙極陷阱、開放轉封閉、雙重詢問、引導性推動、是（否）反應、猜測遊戲、好奇探查、問答節目、不問不告，以及複雜性與簡單性。記住規則：在提問前思考，當您提出了一個好問題時停止，並在特定目的下謹慎使用雙極或引導性問題。充分了解這些陷阱，以便在跌入其中之前能夠及時發現自己。以下的好壞範例將提升提問技巧。

The bipolar trap:雙極陷阱：

Bad: Do you think gas prices will continue to increase through the summer?
糟糕：你認為油價會在夏季持續上漲嗎？
Good: What do you think will happen to gas prices through the summer?
好：你認為夏季期間油價會怎麼變化？

The open-to-closed switch:
開關：

Bad: How do you think the economy will affect tuition? Will it cause it to increase substantially?
壞的：你認為經濟將如何影響學費？會導致學費大幅上漲嗎？

Good: How do you think the economy will affect tuition?
好：你認為經濟將如何影響學費？

The double-barreled inquisition:
雙管齊下的審問：

Bad: What courses are you planning to take next fall and spring?
壞：你計劃在明年秋季和春季修哪些課程？
Good: What courses are you planning to take next fall?
好：你打算在明年秋季選修哪些課程？

The leading push:領先的推動：

Bad: You’re going to the job fair, aren’t you?
壞的：你要去招聘會，是嗎？
Good: What are your plans for the job fair?
好：你對招聘會有什麼計劃？

The guessing game:猜謎遊戲：

Bad: Did you change majors because of the math requirements?
壞的：你是因為數學要求而改變主修的嗎？
Good: Why did you change majors?
好：你為什麼改變主修？

The yes (no) response:
是（否）回應：

Bad: Do you want to get fired?
壞的：你想被解雇嗎？
Good: How concerned are you about getting fired?
好：你對被解僱有多擔心？

The curious probe:好奇的探測器：

Bad: (in a recruiting interview) What kind of music do you like?
壞的：（在招聘面試中）你喜歡什麼音樂？
Good: What do you do to relax after a difficult day at work?
好的：你在工作一天辛苦之後，通常會做些什麼來放鬆呢？

The quiz show:測驗節目：

Bad: (in an interview for an internship) Texas A&M is a land grant institution. Which president signed the land grant legislation into law?
壞的：（在實習面試中）德克薩斯農工大學是一所土地撥款機構。哪位總統簽署了土地撥款法案成為法律？
Good: What do you know about the history of Texas A&M?
好：你對德克薩斯農工大學的歷史知道多少？

The don’t ask, don’t tell:
不詢問，不告知：

Bad: Electronic cheating is becoming a serious problem on college campuses. Have you ever used electronic means to cheat on exams?
不良：電子作弊在大學校園中正成為一個嚴重的問題。你曾經使用電子手段在考試中作弊嗎？
Good: What experiences have you had with cheating in your classes?
好：你在課堂上有過哪些作弊的經歷？

Complexity vs. simplicity:
複雜性與簡單性：

Bad: If you were the first to come upon the scene of an auto accident, would you continue on while using your cell phone to call 911, would you pull over with your flasher lights on while calling 911, would you stop in front of the accident and direct people away from the scene, or would you stop behind the accident and go immediately to the car to see if anyone needed help?
壞的：如果你是第一個到達車禍現場的人，你會在使用手機撥打 911 的同時繼續前行，還是會打開警示燈停車撥打 911，或者你會在事故前停下來引導人們遠離現場，還是會在事故後停下來立即去車內查看是否有人需要幫助？
Good: If you were the first to come upon the scene of an auto accident, what would you do first?
好：如果你是第一個到達車禍現場的人，你會首先做什麼？

Make your questions brief, relevant, and clearly stated and then give the respondent your full attention. Journalist Melvin Mencher writes that "the point of the question is to induce the subject to talk. Complicated questions may overwhelm the source.,

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Avoid the complexity

v s

. simplicity pitfall, a problem that is exacerbated when a question is phrased poorly and with too much detail or too many options. We see this problem whenever we observe televised press conferences or congressional hearings. Cliff Stearns, U.S. Representative from Florida asked the following question during congressional hearings on the EU Data Protection Directive in 2001. The interviewee is Denis E. Henry, Vice President for Regulatory Law with Bell Canada.
使您的問題簡潔、相關且表述清晰，然後全心全意地關注受訪者。記者梅爾文·門徹寫道：「問題的重點是引導受訪者發言。複雜的問題可能會使來源感到不知所措。避免複雜性。簡單性陷阱，這是一個在問題表述不佳且細節過多或選項過多時加劇的問題。我們在觀察電視新聞發布會或國會聽證會時經常會看到這個問題。佛羅里達州的美國眾議員克里夫·斯特恩斯在 2001 年有關歐盟數據保護指令的國會聽證會上提出了以下問題。受訪者是加拿大貝爾公司的法規法律副總裁丹尼斯·E·亨利。

Mr. Henry, it seems like Canada has developed something with the participation of industry. So industry came in and participated in developing the code and practices, as I understand it, that is tailored to the different industry that applies. Did you find that industry’s participation made it less burdensome? I mean, that relationship, did that make it palatable for them to take an all-encompassing law? I mean, you might give us just a little . . .
亨利先生，似乎加拿大在業界的參與下發展了一些東西。據我了解，業界參與了代碼和實踐的開發，這些代碼和實踐是針對不同的行業量身定制的。您認為業界的參與是否減輕了負擔？我的意思是，這種關係是否使他們更容易接受一項全面的法律？我想您可以給我們稍微多說一些……
Henry cut in and answered the essence of the question before it became even more confusing.

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亨利插話並在問題變得更加混亂之前回答了問題的本質。

Sometimes you need to break the rules to get information you want. It may be necessary to ask an obvious question even when you know the answer in advance, such as “I see you like to hike” when it is listed on an application form. Seemingly obvious questions can relax respondents by getting them to talk about things that are well known and easy to talk about and by showing interest in topics important to interviewees. A leading push such as “Come on, surely you don’t believe that?” may provoke a respondent into an exciting and revealing interchange. Be very cautious when asking leading questions of children. Several studies have shown that children are susceptible to such questions because they "are very attuned to taking cues from adults and tailoring their answers based on the way questions are worded.

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You might have to ask a double-barreled question at a press conference to get two or three answers because it may be the only question you are permitted to ask. You may ask a bipolar or a yes (no) response question because you need to have a yes or no for the record, a common need in medical interviews.
有時候，你需要打破規則以獲取所需的信息。即使你事先知道答案，提出一個明顯的問題也是必要的，例如「我看到你喜歡健行」，當這在申請表上列出時。看似明顯的問題可以通過讓受訪者談論熟悉且容易討論的事情，並表現出對受訪者重要主題的興趣，來放鬆受訪者。像「來吧，你不會真的相信那個吧？」這樣的引導性問題可能會激發受訪者進行一次令人興奮且具啟發性的交流。在向兒童提出引導性問題時要非常謹慎。幾項研究顯示，兒童對這類問題很敏感，因為他們「非常善於從成人那裡獲取線索，並根據問題的措辭調整自己的回答。」在新聞發布會上，你可能需要提出一個雙重問題，以獲得兩到三個答案，因為這可能是你唯一被允許提出的問題。你可能會提出一個雙極或是（否）回答問題，因為你需要有一個是或否的記錄，這在醫療訪談中是常見的需求。

Know what you are doing and why.
知道你在做什麼以及為什麼。

Phrase questions carefully to avoid confusion. The following interaction between a patient and a physician illustrates the dangers of jargon and sound-alike words:
仔細措辭問題以避免混淆。以下是病人與醫生之間的互動，說明了行話和發音相似的詞語的危險：

Physician: Have you ever had a history of cardiac arrest in your family? Patient: We never had no trouble with the police.
醫生：您家族中有過心臟驟停的歷史嗎？病人：我們從來沒有和警察有過麻煩。

Some interviewees will answer questions about which they have no knowledge, faking it rather than admitting ignorance. Others are experts on everything and nothing. Listen to call-in programs on radio to hear people make incredibly uninformed or misinformed claims, accusations, and observations. Sometimes interviewees will play funny games, such as this exchange that took place during an election campaign in New Hampshire:
一些受訪者會回答他們毫無知識的問題，假裝懂得而不是承認無知。其他人則對所有事物和無事物都是專家。收聽廣播的來電節目，可以聽到人們提出令人難以置信的無知或誤解的主張、指控和觀察。有時候，受訪者會玩一些有趣的遊戲，例如在新罕布什爾州的選舉活動中發生的這段對話：

Reporter: How are you going to vote on Tuesday?
記者：你打算在星期二怎麼投票？
Resident: How am I going to vote? Oh, the usual way. I’m going to take the form they hand me and put x’s in the appropriate boxes (laughing).
居民：我該怎麼投票呢？哦，還是老樣子。我會拿到他們給我的表格，然後在適當的方框裡畫上叉（大笑）。
Reporter: (pause) Who are you going to vote for on Tuesday?
記者：（停頓）你星期二打算投給誰？

Think before asking.在詢問之前先思考。

Think through questions carefully before uttering them to avoid embarrassments such as the following exchange between an attorney and a witness:
在發言之前仔細思考問題，以避免出現以下律師與證人之間的尷尬對話：

Attorney: Now, Mrs. Johnson, how was your first marriage terminated?
律師：現在，約翰遜夫人，您的第一次婚姻是如何結束的？
Witness: By death.見證：以死亡。
Attorney: And by whose death was it terminated?
律師：那是由誰的死亡而終止的？
Think before asking probing questions that you have not prepared or thought through in advance. For instance, Ken Metzler says we should avoid the “how do you feel about that” question because, “It’s the most trite, overused question in American journalism and sources begin to hate it after time.” He suggests a substitute such as, “What were you thinking when

?” Not only is the “feel” question overused, but interviewees may respond with simple and meaningless answers such as, “Okay,” “Sad,” “Happy,” “Not too bad,” or “As might be expected.” Other sources, however, refer to the how do you feel question as famous and infamous, noting that it remains a “standard tool” because it is useful and effective.

^{24}

A rule of thumb is to use it for specific purposes in specific situations without relying too heavily on it as a staple.
在提出未經準備或深思熟慮的探詢問題之前，請先思考。例如，肯·梅茲勒（Ken Metzler）表示，我們應該避免使用“你對此有什麼感覺？”這個問題，因為“這是美國新聞界最陳腔濫調、使用過度的問題，來源在一段時間後會開始厭惡它。”他建議使用替代問題，例如“當

時，你在想什麼？”不僅“感覺”問題被過度使用，受訪者可能會以簡單且毫無意義的回答作出回應，例如“好”、“難過”、“快樂”、“還不錯”或“如預期的那樣”。然而，其他來源則將“你對此有什麼感覺？”這個問題稱為著名和臭名昭著，指出它仍然是一個“標準工具”，因為它是有用且有效的。

^{24}

一個經驗法則是，在特定情況下用於特定目的，而不是過度依賴它作為主食。

Note Taking and Recording
筆記與錄音

Some experts warn against taking too few or selective notes, while others say you should never take notes. Some recommend the tape recorder as the best way to record information, while others say recorders are intrusive and unreliable. The best advice is to select the means best suited to specific objectives, situation, interviewee, and question schedule. Use neither note taking nor recording equipment if either will inhibit the respondent from answering fully and truthfully. Extensive note taking or tape recording may be necessary during lengthy moderately scheduled interviews to help recall exact figures, names, and statements and how answers were given.
一些專家警告不要記錄過少或選擇性的筆記，而另一些專家則表示不應該記筆記。有些人建議使用錄音機作為記錄信息的最佳方式，而另一些人則認為錄音機會造成干擾且不可靠。最好的建議是根據特定的目標、情況、受訪者和問題安排選擇最合適的方式。如果任何一種方式會妨礙受訪者充分和真實地回答，則應該同時避免記筆記和使用錄音設備。在長時間的中等安排的訪談中，可能需要大量記錄筆記或錄音，以幫助回憶準確的數字、姓名和陳述以及回答的方式。

Effective note taking entails maintaining eye contact as much as possible.
有效的筆記技巧包括儘可能保持眼神接觸。

Note Taking筆記

Note taking has three advantages. First, note taking increases your attention to what is being said and how. This enhanced attention shows respondents you are interested in what they are saying and are concerned about accuracy. William Zinsser writes that this direct involvement allows the interviewee to see you working and doing your job.

^{25}

Second, when taking notes, you do not have to worry about a machine breaking down, running out of tape, or batteries going dead at a critical moment. Third, listening to entire recordings of interviews to pick out important bits of information is time-consuming, and transcriptions are costly in time and money. On the other hand, if you take notes according to the structure of the interview, you have your notes clearly organized when the interview ends.
筆記有三個優點。首先，筆記可以提高你對所說內容及其方式的注意力。這種增強的注意力向受訪者顯示你對他們所說的內容感興趣，並且關心準確性。威廉·辛瑟（William Zinsser）寫道，這種直接的參與使受訪者能夠看到你在工作並履行你的職責。其次，在做筆記時，你不必擔心機器故障、錄音帶用完或電池在關鍵時刻耗盡。第三，聆聽整個訪談錄音以挑選重要信息是耗時的，而轉錄在時間和金錢上都是昂貴的。另一方面，如果你根據訪談的結構做筆記，當訪談結束時，你的筆記將會清晰有序。

Note taking also has disadvantages. You can rarely take notes fast enough to record exactly what was said, especially when a respondent speaks rapidly. It is difficult to concentrate on questions and answers and to maintain eye contact while writing notes, so you may fail to hear or probe into an answer because you are busy writing rather than listening. Note taking may hamper the flow of information because interviewees may become fearful or curious about what you are writing. Often people are reluctant to talk while you are writing or feel a break in communication while you are focusing on your pad instead of them.
筆記也有其缺點。你很少能夠快速地記錄下所說的內容，尤其是當受訪者講得很快的時候。專注於問題和答案以及在寫筆記的同時保持眼神接觸是困難的，因此你可能會因為忙於寫作而未能聽到或深入探討某個答案。筆記可能會妨礙信息的流通，因為受訪者可能會對你所寫的內容感到恐懼或好奇。人們通常不願意在你寫作時交談，或者在你專注於你的筆記本而不是他們時，會感到溝通中斷。

In an in-depth interview with a newspaper publisher, one of our students discovered that whenever she began to write, the interviewee would stop answering until she stopped writing, apparently to let her catch up. Before long, he arranged his chair so he could see what she was writing. Follow these guidelines when taking notes during interviews.
在與一位報紙出版商的深入訪談中，我們的一位學生發現，每當她開始寫作時，受訪者就會停止回答，直到她停止寫作，顯然是讓她能夠跟上。不久之後，他調整了椅子的擺放位置，以便能看到她在寫什麼。在進行訪談時，請遵循以下記錄筆記的指導方針。

Preserve communication by taking notes as inconspicuously as possible and maintaining eye contact with the interviewee.
通過儘可能不引人注意地做筆記並與受訪者保持眼神接觸來保持溝通。
Use abbreviations or a form of professional or personal shorthand so you do not have to write full words and sentences.
使用縮寫或專業或個人速記的形式，以便不必寫出完整的單詞和句子。
Write down only important information, perhaps key words, to reduce the amount of note taking.
僅記下重要資訊，也許是關鍵字，以減少筆記的數量。
Do not signal what you think is critically important or a “bombshell” quotation by taking notes frantically during a particular interaction. Wait until the interviewee is answering another question-perhaps a less important or “throwaway” question-before recording the answer or your reactions.
不要在特定的互動中因為認為某些內容至關重要或是“重磅”引述而瘋狂做筆記。等到受訪者回答另一個問題時——也許是一個不那麼重要或是“隨便”的問題——再記錄下答案或你的反應。

Maintain
communication
while taking
notes.

錄音使訪談者能夠更有效地聆聽和探究。

Recording

allows inter-

viewers to

listen and

probe more

effectively.

A recorder may錄音機可能

add an intrusive element into the interview.
在面試中加入一個侵入性的元素。

Ask permission before using a recorder.
在使用錄音機之前請先徵得許可。

If the interviewee is speaking more rapidly than you can take accurate notes, ask the interviewee tactfully to slow down or repeat answers or use “stalling questions” such as “Tell me more about” that will provide time to get caught up. $^{26}$
如果受訪者的講話速度超過你能準確記錄的速度，請委婉地請受訪者放慢速度或重複回答，或者使用“拖延問題”，例如“告訴我更多關於”的問題，以便提供時間讓你跟上。
Reduce interviewee curiosity or concern by asking permission to take notes, explaining why notes are necessary for both parties, and showing your notes occasionally to check accuracy. Eric Nalder says this tactic also allows interviewees to fill in blanks and volunteer information.
通過請求許可記錄筆記、解釋筆記對雙方的重要性，以及偶爾展示你的筆記以檢查準確性，可以減少受訪者的好奇心或擔憂。埃里克·納爾德表示，這種策略還使受訪者能夠填補空白並自願提供信息。
Ensure accuracy of your notes by reviewing and typing them immediately after the interview to fill in the gaps, complete abbreviations, and translate your handwriting and shorthand.
確保您的筆記準確無誤，通過在訪談後立即回顧並輸入它們，以填補空白、完成縮寫，並翻譯您的手寫和速記。

Recording錄音

Recording also has advantages. First, a recorder enables you to relax and concentrate on what is being said and implied. You can then create effective probing questions. Second, you can hear or watch what was said and how it was said hours or days afterward instead of relying on memory. For example, the authors began to record student interviews in class because they discovered they had often missed important questions and answers while they were taking notes and filling out critique forms. Third, a recorder may pick up answers that were inaudible at the time. Fourth, a recorder gives you a completely accurate record of the content of the interview.
錄音也有其優點。首先，錄音機使您能夠放鬆並專注於所說的話及其隱含的意義。然後，您可以提出有效的探究問題。其次，您可以在幾小時或幾天後聽到或觀看所說的內容及其表達方式，而不必依賴記憶。例如，作者開始在課堂上錄製學生訪談，因為他們發現自己在做筆記和填寫評價表時經常錯過重要的問題和答案。第三，錄音機可能會捕捉到當時聽不見的回答。第四，錄音機為您提供了訪談內容的完全準確記錄。

Recording has a number of disadvantages. First, recorders can malfunction or prove tricky to use. Batteries can go dead at the wrong time, and tapes can break or become entangled and disks can be defective. A number of our students have used tape recorders during lengthy interviews for class projects only to discover the tapes or disks were blank when they tried to review them later. Second, some people view recorders as intruders in intimate interviewing situations. Third, recordings provide permanent, undeniable records that threaten many people with unknown future consequences, so they fear or reject their use. Some interviewers such as police officers and insurance claims investigators are required to record interviews. Fourth, it takes a great deal of time to review a lengthy recording to locate facts, reactions, and ideal quotes while it may take only seconds to locate the same material in written notes.
錄音有許多缺點。首先，錄音設備可能會故障或使用起來很棘手。電池可能在不合適的時候耗盡，磁帶可能會斷裂或纏繞，光碟可能會有缺陷。我們的一些學生在進行長時間的訪談以完成課堂項目時使用了錄音機，卻發現當他們稍後想要回顧時，磁帶或光碟是空白的。其次，一些人將錄音設備視為親密訪談情境中的入侵者。第三，錄音提供了永久的、不可否認的記錄，這使許多人面臨未知的未來後果，因此他們害怕或拒絕使用錄音。一些訪談者，如警察和保險索賠調查員，則被要求錄音。第四，回顧長時間的錄音以找到事實、反應和理想的引用需要花費大量時間，而在書面筆記中找到相同的材料可能只需幾秒鐘。

Follow these guidelines when recording interviews.
在錄製訪談時遵循這些指導方針。

Reduce interviewee fears and objections by asking permission, explaining why the recorder is advantageous to the interviewee, telling why you want or need to use a recorder and how the recording will be used, and offering to turn off the recorder when desired.
通過請求許可、解釋錄音機對受訪者的好處、告訴受訪者為什麼你想或需要使用錄音機以及錄音將如何使用，並在需要時提供關閉錄音機的選擇，來減少受訪者的恐懼和反對意見。
Reduce mechanical difficulties by testing the recorder prior to the interview and taking extra batteries and cassettes.
在訪談之前測試錄音機並攜帶額外的電池和錄音帶，以減少機械故障。
Be thoroughly familiar with the recorder and practice with it before the interview.
在面試之前，務必熟悉錄音機並進行練習。
Consider legal and communicative ramifications of using a hidden recorder or taping telephone interviews. The law generally allows one person to record another person without permission, but 11 states prohibit recording of conversations without consent of the interviewee: California, Florida, Georgia, Illinois, Maryland, Massachusetts, Montana, New Hampshire, Oregon, Pennsylvania, and Washington. $^{27}$
考慮使用隱藏錄音機或錄音電話訪談的法律和溝通後果。法律通常允許一個人在未經許可的情況下錄音另一個人，但有 11 個州禁止在未經受訪者同意的情況下錄音對話：加利福尼亞州、佛羅里達州、喬治亞州、伊利諾伊州、馬里蘭州、馬薩諸塞州、蒙大拿州、新罕布什爾州、俄勒岡州、賓夕法尼亞州和華盛頓州。 $^{27}$

You may need您可能需要

to feel and experience before you can ask meaningful questions.
在你能提出有意義的問題之前，必須先感受和體驗。

Use good sense and good judgment in probing interviews.
在探討訪談中運用良好的常識和判斷力。

Handling Difficult Situations
處理困難情況

You will encounter many difficult and unexpected interviewing situations, but you can manage these situations if you plan in advance. Here are some suggestions for handling three situations.
您將遇到許多困難和意想不到的面試情況，但如果您提前計劃，您可以應對這些情況。以下是處理三種情況的一些建議。

A Sanitized versus a Real Setting
一個消毒過的環境與一個真實的環境

It is easier to interview persons in pleasant surroundings such as private offices, homes, parks, and restaurants than in real life settings where the action is. The field interview, however, is often essential to understanding an event, problem, or persons. Most memorable interviews take place at the scenes of hurricanes, terrorist bombings, fires, plant accidents, building sites, commencements, and labor strikes. Interviewers go into prisons, hospitals, nursing homes, factories, and neighborhoods or ride along with police officers, taxi drivers, EMTs, and salespersons to experience as well as interview. Eric Nalder claims that it is essential to interview people “at the place where they are doing the thing that you are writing about.” It is important not only to hear answers but to see and get the feel of things. When Nalder was writing a book on oil tankers, for instance, a member of a crew told him he could not understand crews and oil tankers unless he was on board in the Gulf of Alaska during the violent seas of January “puking your guts out.” He took this advice and got the most insightful interviews and feelings for his book because of his experiences and relationships with a crew.
在愉快的環境中，例如私人辦公室、家中、公園和餐廳，訪問人員比在實際行動發生的場景中更容易。然而，實地訪問通常對於理解事件、問題或人物至關重要。最令人難忘的訪談通常發生在颶風、恐怖主義爆炸、火災、工廠事故、建築工地、畢業典禮和工人罷工的現場。訪問者會進入監獄、醫院、護理院、工廠和社區，或與警察、計程車司機、急救醫療技術員和銷售人員一起出行，以便體驗和訪問。埃里克·納爾德聲稱，訪問人們“在他們進行你所寫內容的地方”是至關重要的。不僅要聽到答案，還要看到並感受事物。當納爾德在撰寫一本關於油輪的書時，例如，一名船員告訴他，除非他在阿拉斯加灣的暴風海面上“嘔吐得肚子痛”，否則他無法理解船員和油輪。他聽取了這個建議，並因為與船員的經歷和關係而獲得了對他的書最具洞察力的訪談和感受。

In unsanitized settings, prepare for human suffering, destruction, filthy settings, and threats to health and safety. Be flexible in structure and questions. Be sensitive in questions and actions. Too often reporters, insurance investigators, and representatives of government agencies intrude into medical emergencies, catastrophes, and people’s lives. Know where the interviewee’s right to privacy and dignity begins.
在未經消毒的環境中，準備面對人類的痛苦、破壞、骯髒的環境以及對健康和安全的威脅。結構和問題要靈活。對問題和行動要敏感。記者、保險調查員和政府機構的代表常常過度干擾醫療緊急情況、災難和人們的生活。要知道受訪者的隱私和尊嚴的權利從何開始。

The Press Conference or Group Interview
新聞發布會或小組訪談

The inter-

viewee usually controls the press conference.
受訪者通常控制新聞發布會。

The press conference or group interview severely limits interviewer control over the situation. The interviewee or a staff member may announce when and where the interview will take place and impose ground rules such as length and topics allowed. Protocol may enable the interviewee or a staff member to end the interview without warning, perhaps to avoid or escape a difficult exchange. You may or may not get to ask prepared questions or have an opportunity to probe into answers. Listen carefully to answers other interviewers receive because they might provide valuable information and suggest questions to ask.
新聞發布會或小組訪談嚴重限制了訪問者對情況的控制。受訪者或工作人員可能會宣布訪談的時間和地點，並施加如長度和允許主題等基本規則。協議可能使受訪者或工作人員能夠在沒有警告的情況下結束訪談，或許是為了避免或逃避困難的交流。您可能會有機會提出準備好的問題，或有機會深入探討答案，也可能沒有。仔細聆聽其他訪問者所收到的答案，因為它們可能提供有價值的信息並建議要問的問題。

Your relationship with the interviewee at a press conference is critical. If the interviewee likes, respects, and trusts you, you may be picked from among several interviewers to ask questions. If a relationship is hostile, an interviewee may refuse to recognize a person or give a vague, superficial, or hostile answer and turn quickly to another interviewer to evade follow-up questions. It may be necessary to ask a doublebarreled question because it may be your only question opportunity.
您與新聞發布會受訪者的關係至關重要。如果受訪者喜歡、尊重並信任您，您可能會從多位採訪者中被選中提問。如果關係敵對，受訪者可能會拒絕承認某人，或給出模糊、表面的或敵對的回答，並迅速轉向另一位採訪者以逃避後續問題。可能需要提出雙重問題，因為這可能是您唯一的提問機會。

The Broadcast Interview廣播訪談

The radio or television interview presents unique problems. Being on real or figurative stages may cause one or both parties to be extremely nervous or to engage in performing
廣播或電視訪談呈現獨特的問題。身處真實或比喻的舞台上，可能會使一方或雙方感到極度緊張或參與表演。

The broadcast interview presents unique problems for both parties.
廣播訪談對雙方都提出了獨特的問題。
for audiences, cameras, and microphones. Become familiar with the physical setting, including possible seating for interviewer and the interviewee, audio and video equipment, technicians, and program format and purpose. Pay close attention to the briefing concerning time limits, beginning and closing signals, and microphone use, levels, and locations. Adequate preparation reduces nervousness and enhances efficiency and performance. In most broadcast interviews you need to obtain answers, statements, or pictures to replay over the air. By being on the air, or later in newspapers or on the Internet, there is an outside force, almost a third party, in broadcast interviews. This force or party is the viewer, listener, or reader, and some sources claim this makes the broadcast interview a “three-way interaction” because both interviewer and interviewee are aware of this party and may adapt questions and answers to it.

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對於觀眾、攝影機和麥克風。熟悉物理環境，包括可能的面試官和受訪者的座位、音頻和視頻設備、技術人員，以及節目的格式和目的。密切注意有關時間限制、開始和結束信號以及麥克風使用、音量和位置的簡報。充分的準備可以減少緊張感，提升效率和表現。在大多數廣播訪談中，您需要獲得答案、聲明或圖片以便在空中重播。通過在空中，或稍後在報紙或互聯網上，廣播訪談中存在一種外部力量，幾乎是一個第三方。這種力量或方是觀眾、聽眾或讀者，一些來源聲稱這使得廣播訪談成為一種「三方互動」，因為面試官和受訪者都意識到這一方，並可能根據它調整問題和答案。

Deadlines and extreme time limitations require questions that are direct, to the point, and moderately open. You may normally have several minutes, an hour, or more to discuss a problem with a source, customer, or employee, but a broadcast interaction may last no longer than seconds or a few minutes. Fred Fedler warns that "the live [broadcast] interview usually lasts just a few minutes and allows little chance to ask challenging questions.

^{י 29}

Know questions well enough to ask them from memory or from a few small cards because forms or lists of questions may make noise or cast an awkward, amateurish, or unprepared appearance. If you want the interview to be spontaneous, do not provide questions prior to the broadcast.
截止日期和極端的時間限制要求問題必須直接、切中要點且適度開放。您通常可能有幾分鐘、一小時或更長時間來與來源、客戶或員工討論問題，但廣播互動可能不會超過幾秒鐘或幾分鐘。弗雷德·費德勒警告說：“現場[廣播]訪談通常只持續幾分鐘，幾乎沒有機會提出挑戰性問題。

^{י 29}

充分了解問題，以便能夠憑記憶或從幾張小卡片上提問，因為表格或問題清單可能會發出噪音，或顯得笨拙、業餘或未經準備。如果您希望訪談是自發的，請不要在廣播前提供問題。

Some utterances and actions cannot be broadcast or may be embarrassing, such as profanities, obscene gestures, poor grammar, too many “uhs,” “you knows,” “know what I means,” and excessive “blood and gore.” Protestors have written profanities on their foreheads when they did not want to be on television. Some newspaper reporters, when being crowded out by cameras and microphones, shout obscenities to shut down their electronic counterparts and get closer to the action. A state legislator told one of the authors that he would purposely insert profanities into answers to prevent reporters from using them on the air.
某些言論和行為無法廣播或可能令人尷尬，例如髒話、猥褻的手勢、糟糕的語法、過多的「呃」、「你知道的」、「知道我意思嗎」以及過度的「血腥和暴力」。抗議者在不想上電視時會在額頭上寫下髒話。一些報紙記者在被攝影機和麥克風擠壓時，會大聲喊出髒話以關閉他們的電子對手，並更接近現場。一位州立法者告訴其中一位作者，他會故意在回答中插入髒話，以防止記者在播報中使用這些言論。

Those involved in broadcast interviews must also be aware of and skilled in “staging” interviews. For instance, framing shots is important, so the interviewer (or perhaps director) will decide whether the interviewer and interviewee will face the camera left or right, whether shots will be mid-shot or medium close-ups, and whether to select a sequence of shots. At the same time, the interview parties must make decisions about
參與廣播訪談的人必須意識到並擅長於“佈置”訪談。例如，構圖鏡頭是重要的，因此訪談者（或許是導演）將決定訪談者和受訪者是面對左側還是右側鏡頭，鏡頭是中景還是中近景，以及是否選擇一系列鏡頭。與此同時，訪談雙方必須做出決定。
lighting, props, backgrounds, eyelines (interviewee’s eyes level with the interviewer’s), and studio setting. All of these decisions make the broadcast interview more complex than a simple face-to-face interview.

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燈光、道具、背景、視線（受訪者的眼睛與訪問者的眼睛平行）以及攝影棚設置。所有這些決策使廣播訪談比簡單的面對面訪談更為複雜。

The Videoconference Interview
視訊會議面試

As we mentioned in Chapter 1, the videoconference interview is becoming increasingly common as a means of communicating long distances quickly, efficiently, and inexpensively. Unfortunately, few interviewers or interviewees have training or experience in using or being subjected to video cameras. Videoconferences share similarities with face-to-face interviews, but there are differences we need to understand and practice. A Boston College Web site offers these suggestions for video interviewing.

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正如我們在第一章中提到的，視訊會議面試正變得越來越普遍，成為快速、高效且低成本的長距離溝通方式。不幸的是，少數面試官或面試者具備使用或接受攝影機的訓練或經驗。視訊會議與面對面面試有相似之處，但我們需要理解和練習的差異。波士頓學院的網站提供了這些視訊面試的建議。

Hesitate slightly before asking or answering questions because there is typically a slight delay in receiving the audio and video.
在提問或回答問題之前稍作猶豫，因為通常在接收音頻和視頻時會有輕微的延遲。
Look straight into the monitor so you appear to be looking into the interviewer’s or interviewee’s eyes.
直視螢幕，讓你看起來像是在看面試官或面試者的眼睛。
Focus on the interviewer or interviewee so you can become comfortable with the video interview situation.
專注於面試官或面試者，以便讓自己對視頻面試的情況感到舒適。
Avoid excessive motion or stiffness so you appear relaxed and enjoying a pleasant conversation.
避免過度的動作或僵硬，以便看起來放鬆並享受愉快的對話。
Speak naturally without shouting because the microphone will pick up your voice, and you need not lean into the microphone to be heard.
自然地說話，不要大聲喊叫，因為麥克風會接收到你的聲音，你不需要靠近麥克風就能被聽到。
Show energy and enthusiasm through your voice and face (including smiling) because you will appear as a “talking head,” no more than from the waist up.
透過你的聲音和面部表情（包括微笑）展現能量和熱情，因為你將以“講話的頭部”出現，僅限於腰部以上。

Follow these simple rules, along with being thoroughly prepared, and the video conference interview will become a “normal” interview situation for both parties.
遵循這些簡單的規則，並做好充分的準備，視頻會議面試將成為雙方的“正常”面試情況。

Handling Difficult Interviewees
處理困難的面試者

Probing interviews delve into feelings, attitudes, and reasons for actions, so they may hit raw nerves and evoke reactions ranging from tears and hostility to an interviewee stopping the interview. The settings of disasters, crimes, election defeats, memorial ceremonies, deaths, and scandals are tense, emotional, and embarrassing. Be prepared to handle difficult interviewees in difficult situations. As journalist Bob Steele warns, “If we aren’t proficient at asking the right questions at the right time, we’ll miss on accuracy, fall short on context, and stumble on fairness.”
深入訪談探討情感、態度和行動原因，因此可能觸及敏感神經，並引發從淚水和敵意到受訪者中止訪談的各種反應。災難、犯罪、選舉失利、紀念儀式、死亡和醜聞的場景緊張、情緒化且尷尬。要準備好在困難情況下處理難以應對的受訪者。正如記者鮑勃·史蒂爾所警告的：“如果我們在正確的時間沒有熟練地提出正確的問題，我們將在準確性上失誤，在背景上不足，並在公平性上跌倒。”

Emotional Interviewees情感受訪者

Silence is often better than talk with emotional interviewees.
沉默往往比與情緒化的受訪者交談更好。

Respondents may burst into tears during interviews. The problem is not helped when friends, associates, or family exclaim, “Oh, God!” or “Now, stop that!” or when interviewers blurt out, “I know just how you feel.” Reactions such as the following may help if they are tactful and sincere.
受訪者在面試過程中可能會突然流淚。當朋友、同事或家人驚呼「哦，天啊！」或「現在，別這樣！」，或者當面試官脫口而出「我完全理解你的感受」時，問題並沒有得到改善。以下這些反應如果能夠得體且真誠，可能會有所幫助。

It's okay to cry.
Take your time.
Do you need a few minutes?

Treat others as you would like to be treated.
以你希望被對待的方式對待他人。

Remain silent until a person regains composure and is ready to continue. If you have a close relationship with an interviewee, you may hold the person’s hand or place an arm across the shoulders as comforting gestures.
保持沉默，直到一個人恢復冷靜並準備繼續。如果你與受訪者有親密的關係，可以握住對方的手或將手臂搭在肩膀上作為安慰的姿勢。

Be sensitive to people who have experienced tragedies and do not invade their privacy merely for pictures or tearful comments for news broadcast, data, or curiosity. How we broach a sensitive topic at a sensitive time is a serious ethical issue in journalistic and other probing interviews.

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Reporters are infamous for asking a parent who has júst lost a child in an accident, “How do you feel about your child’s death?” or “Is the family devastated by this tragedy?” John and Denise Bittner suggest that you ask only direct and necessary questions at such times. “Remember, people in crisis situations are under a great deal of stress,” they write. "A prolonged interview won’t provide additional information; it will only upset people.

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The dangers of insensitive interviewing were illustrated in late summer 2006 when a CNN interviewer grilled the mother of a missing boy on national television. She challenged her alibi, demanding to know where she was at the time, what she was doing, and why she wasn’t providing specifics about stores she visited and items she purchased. Shortly after the interview, the mother committed suicide. Local media speculated that the CNN interviewer had “pushed her over the edge.”

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對於經歷過悲劇的人要保持敏感，不要僅僅為了拍攝照片或在新聞播報中獲取淚水評論而侵犯他們的隱私。在敏感時刻如何觸及敏感話題是新聞報導和其他深入訪談中的一個嚴重倫理問題。記者因為在事故中剛失去孩子的父母面前問道「你對孩子的死亡有什麼感受？」或「這場悲劇讓家庭感到崩潰嗎？」而聲名狼藉。約翰和丹尼斯·比特納建議在這種時候只問直接和必要的問題。他們寫道：「記住，處於危機情況下的人承受著巨大的壓力。」「長時間的訪談不會提供額外的信息；只會讓人感到不安。」不敏感的訪談危險在 2006 年夏末得到了體現，當時一名 CNN 的訪談者在全國電視上對一名失踪男孩的母親進行了拷問。她質疑她的不在場證明，要求知道她當時在哪裡，做了什麼，為什麼不提供她所訪問的商店和購買的物品的具體信息。訪談結束不久後，這位母親自殺了。當地媒體推測 CNN 的採訪者已經“把她推到了邊緣。”

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Hostile Interviewees敵對的受訪者

If you detect hostility, try to determine if it is real or imagined. If it is real, discover why. A person may feel angry, depressed, helpless, or frightened because of circumstances beyond his or her control, and you become a convenient target for releasing feelings. Hostility may be toward you, your organization, your position or profession, or the way information may be used. Bad experiences with similar interviewers or ones from your organization may lead an interviewee to expect the worst from you. The person may simply be having a bad day because of small things–traffic, headache, a computer glitch, a late appointment.
如果你察覺到敵意，試著判斷這是實際的還是想像的。如果是實際的，找出原因。一個人可能因為超出他或她控制範圍的情況而感到憤怒、沮喪、無助或害怕，而你成為釋放情緒的方便目標。敵意可能針對你、你的組織、你的職位或專業，或是信息的使用方式。與類似面試官或來自你組織的面試官的不良經歷可能使面試者對你抱有最壞的期望。這個人可能只是因為一些小事而度過了一個糟糕的日子——交通、頭痛、電腦故障、約會延遲。

A nondirective interviewing approach such as the following might reveal the source or cause of hostility and help to eliminate it:
一種非指導性的訪談方法，例如以下所述，可能揭示敵意的來源或原因並有助於消除它：

You appear to be very angry this morning.
你今天早上似乎非常生氣。
You seem very upset; would you like to talk about it?
你看起來很不高興；你想談談嗎？
Do I detect hostility toward this process?
我是否察覺到對這個過程的敵意？

Often you can avoid hostility by not making unwarranted demands, invading a person’s territory or personal space, or allowing your physical presence and manner to appear threatening. You can reduce hostility or avoid creating it during interviews in several ways.
通常，您可以通過不提出不當要求、不侵犯他人的領域或個人空間，或不讓您的身體存在和舉止看起來具有威脅性來避免敵意。在面試中，您可以通過幾種方式減少敵意或避免產生敵意。

Do not intentionally or unintentionally mislead the interviewee about who you are, what you want, why you want it, how you will use it, and whether the interviewee will be identified in your story or report.
不要故意或無意地誤導受訪者有關你是誰、你想要什麼、為什麼想要它、你將如何使用它，以及受訪者是否會在你的故事或報告中被識別。
Substitute better sounding words for potentially antagonizing ones: aides for handlers, damage control for spin doctoring, negative campaigning for mudslinging.
用更好聽的詞語替換可能引起對立的詞語：助手替代處理者，危機管理替代操控，負面競選替代抹黑。
Use neutral, open-ended questions rather than leading and loaded ones.
使用中立的、開放式的問題，而不是引導性和帶有偏見的問題。
Remain silent to allow the interviewee to explain in depth and perhaps to blow off some steam.
保持沉默，以便讓受訪者深入解釋，並可能發洩一些情緒。
Proceed to a new topic.
進入新主題。

Phillip Ault and Edwin Emery offer a simple rule: "Treat the average person with respect, and he [she] will do the same.

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菲利普·奧特和愛德溫·艾默里提供了一條簡單的規則：「尊重普通人，他（她）也會如此對待你。」

Reticent Interviewees沉默的受訪者

If a person seems unwilling or unable to talk, discover why. The person may be inhibited by you or your position, the situation, the topic, the surroundings, or other people nearby. Lack of privacy inhibits communication. Think of a time when you went to a professor or supervisor with a personal problem and the setting was a small cubicle or open area in which other persons could easily overhear. Many people are reticent around authority figures, supervisors, investigators, and journalists. Reticence may be a family or personal trait that has nothing to do with the interview and cannot be altered during the interview. Some people simply do not talk much.
如果一個人似乎不願意或無法交談，找出原因。這個人可能因為你或你的職位、情況、話題、環境或附近的其他人而感到抑制。缺乏隱私會抑制溝通。想想你曾經去找教授或主管談論個人問題的時候，環境是一個小隔間或開放區域，其他人可以輕易地偷聽。許多人在權威人物、主管、調查員和記者面前都會感到沉默。沉默可能是一種家庭或個人特質，與面談無關，並且在面談期間無法改變。有些人就是不太說話。

Try these tactics when communicating with reticent persons. Use conversation starters by asking about pictures, awards, or arrangement of furnishings in the room, and begin with easy-to-answer questions about nonthreatening topics. Change your style from formal to informal or professional to close associate. If open questions are not generating in-depth answers, substitute closed questions (an inverted or hourglass question sequence) until the party is warmed up and more ready to talk. Use silence and nudging probes to keep the interviewee talking. No tactic can get some reticent people to talk openly and freely. They can outwait or outsilence the best of interviewers.
與沉默的人溝通時，嘗試這些策略。使用對話開場白，詢問有關圖片、獎項或房間內家具擺放的問題，並從容易回答的非威脅性主題開始。將你的風格從正式轉變為非正式，或從專業轉變為親密的夥伴。如果開放式問題無法產生深入的回答，則可以用封閉式問題（反向或沙漏式問題序列）替代，直到對方變得更願意交談。利用沉默和輕微的引導性問題來保持受訪者的談話。沒有任何策略能讓某些沉默的人坦誠無畏地交談。他們可以耐心等待或以沉默壓倒最優秀的訪談者。

Talkative Interviewees健談的受訪者

The talkative interviewee has the opposite tendencies of reticent ones. Some people love to talk to anyone at any time about anything. They give lengthy answers to closed questions. Responding makes them feel important, and they become too helpful. It may be difficult to turn them off or keep them on track.
健談的受訪者與沉默寡言的受訪者有著相反的傾向。有些人喜歡隨時隨地與任何人談論任何事情。他們對封閉式問題給出冗長的回答。回應讓他們感到重要，並且他們變得過於熱心。可能很難讓他們停止或保持在正確的軌道上。

Use highly targeted, closed questions that give talkative interviewees less verbal maneuverability and more direction. Look for natural openings or slight pauses to insert a question or redirect the interview such as:
使用高度針對性的封閉式問題，讓健談的受訪者減少言語上的靈活性，並提供更多的方向。尋找自然的切入點或輕微的停頓，以插入問題或重新引導訪談，例如：

Talking about George, did you . . .
I'm glad to learn that; now . . .
That's very interesting; now let's focus on . . .

Avoid obvious interruptions. A number of nonverbal actions may signal that you need to move on: looking at your notes, leaning forward, nodding your head as if to say
避免明顯的中斷。一些非語言行為可能會暗示你需要繼續：查看你的筆記、向前傾身、點頭好像在說

Be tactful and sensitive in using nonverbal signals.
在使用非語言信號時要謹慎和敏感。

Discover why a person may be evasive.
了解為什麼一個人可能會迴避。

Be patient and persistent.
要有耐心和堅持不懈。

Be understand-理解

ing, helpful, and adaptive to confused interviewees.
有幫助且能夠適應困惑的受訪者。

“That’s enough,” stopping note taking, or glancing at your watch. Telephone and other electronic interviews pose unique problems because you have few nonverbal signals to halt answers, so interviewees tend to give long, rambling answers when responding over the telephone.
「夠了，」停止記錄，或瞥一眼你的手錶。電話和其他電子訪談帶來獨特的問題，因為你幾乎沒有非語言信號來停止回答，因此受訪者在電話中回答時往往會給出冗長而漫無邊際的回答。

Evasive Interviewees逃避的受訪者

Interviewees may try to evade questions that force them to reveal feelings or prejudices, make them take stands or give specific information, or may incriminate them in some way. Evasive strategies include humor, fake hostility, counter questions, ambiguous language, or rambling answers that never get to the point. Some interviewees will quibble over the wording of questions or the definitions of key words. A common tactic is to counter a question with a question, perhaps revolving the question onto the interviewer:
受訪者可能會試圖迴避那些迫使他們揭露感受或偏見、使他們表態或提供具體信息的問題，或者可能以某種方式使他們自我牽連。迴避策略包括幽默、假裝敵意、反問、模糊的語言或漫無邊際的回答，這些回答從未切入要點。一些受訪者會對問題的措辭或關鍵詞的定義進行爭辯。一種常見的策略是用問題來反問，可能將問題轉向面試官：

Well, how would you answer that?
那麼，你會怎麼回答呢？
What do you think we should do?
你認為我們應該怎麼做？
Tell me about your private life.
告訴我關於你的私生活。
Many interviewees will simply answer a question not asked but one they want to answer. You can deal with evasive interviewees by being prepared and persistent in questioning. For instance:
許多受訪者會簡單地回答一個未被提問但他們想要回答的問題。你可以通過準備和堅持不懈的提問來應對迴避的受訪者。例如：

Repeat or slightly rephrase a question.
重複或稍微改述一個問題。
Laugh and continue with your questions.
笑著繼續你的問題。
Go to other questions and come back to this one later.
去其他問題，稍後再回來這個問題。
Resort to leading or loaded questions to evoke meaningful responses.
訴諸引導性或帶有偏見的問題以引發有意義的回應。

An evasive interviewee may be a dishonest one. Listen carefully to answers to determine if they square with the facts as you know them from your research and previous interviews. Observe nonverbal cues to detect dishonesty but be aware that clever respondents know how to appear honest, including excellent eye contact. Pat Stith writes that when an interviewee "says ‘to be honest’ or ‘to be perfectly candid’ the hair ought to stand up on the back of your neck. Almost always these phrases are followed by fibs.

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Be trusting but be aware.
一位迴避的受訪者可能是不誠實的。仔細聆聽回答，以確定它們是否與你從研究和先前的訪談中所知道的事實相符。觀察非語言線索以檢測不誠實，但要注意，聰明的受訪者知道如何表現得誠實，包括良好的眼神接觸。帕特·斯蒂斯（Pat Stith）寫道，當受訪者說「老實說」或「坦白說」時，你的脖子後面應該感到一陣寒意。這些短語幾乎總是隨後出現謊言。

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要信任，但要保持警覺。

Confused Interviewees困惑的受訪者

Respondents may become confused by a topic, question, physical or mental state, or the situation. Be prepared to handle confused persons without embarrassing them or creating hostility. Restate a question tactfully or rephrase it. Return to the question later in the interview. Be conscious of jargon and similar sounding words. This exchange took place between an attorney and a witness.

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受訪者可能會因為主題、問題、身體或心理狀態或情況而感到困惑。要準備好處理困惑的人，避免讓他們感到尷尬或產生敵意。要委婉地重述問題或重新表達。稍後在訪談中再回到該問題。要注意行話和相似的詞語。這段對話發生在一位律師和一位證人之間。

Attorney: Is yoúr appearance here this morning pursuant to a deposition notice which
律師：您今天早上的出現是根據一份證詞通知嗎
I sent to your attorney?
我已經寄給你的律師了嗎？
Witness: No, this is how I dress when I go to work.
證人：不，這是我上班時的穿著方式。

Be careful of nonverbal reactions. Broadcast journalists who get strange responses rarely exhibit a smile or shock when that happens. They go on to the next question or topic as if nothing embarrassing has happened.
注意非語言反應。當廣播記者遇到奇怪的反應時，通常不會表現出微笑或震驚。他們會像什麼尷尬的事情都沒有發生一樣，繼續進入下一個問題或主題。

Dissimilar Interviewees不同的受訪者

Gender and cultural characteristics are generalities and may not apply to a particular interviewee.
性別和文化特徵是一般性概念，可能不適用於特定的受訪者。

Adapt carefully to interviewees who are dissimilar to you. Journalist Wendell Cochran asks us, “How do you deal fairly with someone whose views are anathema to you?” 38 One way to address this question is to observe interviews in the media (C-SPAN for instance) to see how interviewers deal with interviewees they clearly do not like such as those convicted of shooting children at a school, captured terrorists, CEO’s who have deceived their workers and investors, or those with very different political, social, or religious beliefs. Previous chapters have identified important communicative characteristics unique to males and females and different cultures. Gender differences are important in probing interviews. For example, men tend to talk more, monopolize conversations, make more direct statements (“beat around the bush” less often), answer questions with declarations (while women tend to answer questions with questions), get to the point sooner in answers, and respond to questions with minimal responses (yeah, nope, fine, okay, sure). Many elderly respondents tend to be less trusting because of experiences and insecurity. However, they are often communication starved and may be very talkative in interviews.
仔細適應與你不同的受訪者。記者溫德爾·科克蘭問我們：“你如何公平地對待一個與你觀點截然相反的人？” 一種解決這個問題的方法是觀察媒體中的訪談（例如 C-SPAN），看看訪問者如何處理那些他們顯然不喜歡的受訪者，例如那些因在學校槍擊兒童而被定罪的人、被捕的恐怖分子、欺騙工人和投資者的首席執行官，或那些擁有截然不同的政治、社會或宗教信仰的人。前面的章節已經確定了男性和女性以及不同文化獨特的重要溝通特徵。性別差異在深入訪談中非常重要。例如，男性往往更愛說話，壟斷對話，做出更直接的陳述（“拐彎抹角”的情況較少），用陳述回答問題（而女性則傾向於用問題回答問題），在回答中更快切入要點，並以最少的回應（是的、不、好、好吧、當然）來回答問題。許多老年受訪者因為經歷和不安全感而往往不太信任。然而，他們常常缺乏溝通，並且在面試中可能非常健談。

Interviewers often stereotype ethnic groups such as Irish-Americans, AsianAmericans, African-Americans, Arab-Americans, and Hispanic-Americans and expect them to act in certain ways during interviews. They in turn may have developed solidarity through in-group codes, symbols, expectations, and enemies that outsiders neither share nor understand. Research indicates that African-Americans prefer indirect questions, consider extensive probing to be intrusive, and prefer more frequent and equal turn taking. Mexican-American respondents rely more on emotion, intuition, and feeling than midwestern European-Americans. Persons of rural backgrounds value personal know-how, skills, practicality, simplicity, and self-sufficiency more than those of urban backgrounds. Adapt questions and structure to different interviewees and be aware of gender and cultural differences to motivate interviewees and understand the answers received.
面試官經常對愛爾蘭裔美國人、亞裔美國人、非裔美國人、阿拉伯裔美國人和西班牙裔美國人等族群進行刻板印象，並期望他們在面試中以特定方式行事。他們反過來可能通過內部代碼、符號、期望和敵人發展出團結感，而這些是外部人既不共享也不理解的。研究表明，非裔美國人偏好間接問題，認為過度探詢是侵擾，並更喜歡更頻繁和平等的輪流發言。墨西哥裔美國受訪者比中西部的歐洲裔美國人更依賴情感、直覺和感受。來自農村背景的人比來自城市背景的人更重視個人知識、技能、實用性、簡單性和自給自足。根據不同的受訪者調整問題和結構，並意識到性別和文化差異，以激勵受訪者並理解所獲得的答案。

Preparing the Report or Story
準備報告或故事

The final stage in the probing interview is to prepare the necessary report or story. Review the information and observations obtained through one or more interviews to see if you have obtained the information necessary to satisfy your purpose. This means remembering interchanges, reading notes, and listening or viewing recordings. Sift through hundreds or thousands of words, statements, facts, opinions, and impressions to locate what is most important to include in a report or story. Check answers with other sources, especially if there is reason to suspect an interviewee gave inaccurate information.
探查訪談的最後階段是準備必要的報告或故事。回顧通過一個或多個訪談獲得的信息和觀察，以查看是否獲得了滿足您目的所需的信息。這意味著要記住交流內容、閱讀筆記，以及聆聽或查看錄音。篩選數百或數千個單詞、陳述、事實、意見和印象，以找出最重要的內容以納入報告或故事中。檢查答案與其他來源，特別是如果有理由懷疑受訪者提供了不準確的信息。

Once you know what you have obtained from the interview stage, editing begins. If the report is a verbatim interview for publication or dissemination, determine if grammatical errors, mispronounced words, expletives, slang, and vocalized pauses such as
一旦你知道從面試階段獲得了什麼，編輯就開始了。如果報告是用於出版或傳播的逐字面試，則需確定是否存在語法錯誤、發音錯誤、粗口、俚語以及如
“uh,” “and uh,” and “you know” should remain. What about repetitious statements, long and rambling explanations, and simple, unintentional errors? Readers and listeners may enjoy the account with all of the warts showing, but both interview parties may be embarrassed and lose credibility. A relationship may be damaged beyond repair and place future interviews in jeopardy.
「呃，」「還有呃，」「你知道的」應該保留。那麼重複的陳述、冗長而漫無邊際的解釋，以及簡單的無意錯誤呢？讀者和聽眾可能會喜歡這種顯露所有瑕疵的敘述，但雙方的受訪者可能會感到尷尬並失去可信度。關係可能會受到無法修復的損害，並使未來的訪談陷入危險。

Be honest, accurate, and fair in reporting interview results.
在報告面試結果時，要誠實、準確和公正。

Preface answers and questions so readers and listeners will have a clear understanding of each. Edit questions to make answers more pointed and meaningful. When quoting from notes or memory, strive for accuracy. Do not put words into an interviewee’s mouth. Be sure proper qualifiers are included. Do not understate or overstate an interviewee’s opinions, attitudes, intentions, or commitments. Be sure both questions and answers are reported in proper context.
前言回答和問題，以便讀者和聽眾能夠清楚理解每一個問題。編輯問題，使答案更加明確和有意義。在引用筆記或記憶時，力求準確。不要將話語強加於受訪者。確保包含適當的限定詞。不要低估或高估受訪者的意見、態度、意圖或承諾。確保問題和答案都在適當的背景下報告。

The technical steps of report or story preparation are beyond the scope of this book (see the resources at the end of this chapter), but here are a few precautions.
報告或故事準備的技術步驟超出了本書的範疇（請參見本章末尾的資源），但這裡有幾個注意事項。

Remember the ground rules agreed to and what information is “off the record.”
記住已達成的基本規則以及哪些信息是「不公開的」。
Be careful of assumptions.
小心假設。
Strive for accuracy and fairness in every fact and interpretation.
在每一個事實和詮釋中追求準確性和公正性。
Check carefully all sources and reports.
仔細檢查所有來源和報告。
Arrange information in order of importance.
按重要性排列信息。
Use quotations to enliven and support the story or report.
使用引用來活化和支持故事或報告。
Include several points of view to achieve balance.
包括幾個觀點以達到平衡。

A few years ago Ted Mann, the former sports publicist for Duke University, picked up the morning paper and discovered to his surprise that he was dead. It had all started when a friend of a reporter who worked for a rescue squad told the reporter Mann had died. The reporter called the Mann home to verify the report, and the woman who answered the phone said, “Mr. Mann’s not here. He’s gone.” The reporter assumed this phrase was a euphemism for dead and that the woman had verified Mann’s death. He wrote an obituary on this false assumption.

^{39}

幾年前，杜克大學的前體育公關泰德·曼（Ted Mann）在早晨讀報時驚訝地發現自己已經去世。這一切始於一位救援隊記者的朋友告訴該記者曼已經去世。該記者打電話到曼的家以核實報導，接電話的女性說：“曼先生不在。他走了。”該記者假設這句話是死亡的委婉說法，並認為這位女性已經證實了曼的死訊。他在這一錯誤假設的基礎上寫了一篇訃告。

The Interviewee in the Probing Interview
探討訪談中的受訪者

Attention in interviewing books has historically focused on the interviewer because most readers and students are concerned with learning how to conduct interviews effectively. But all of us are interviewees at least as often as we are interviewers. Let’s turn our attention, then, to becoming a more effective respondent in interviews.
在面試書籍中，歷史上對面試官的關注較多，因為大多數讀者和學生都關心如何有效地進行面試。然而，我們每個人作為受訪者的機會至少與作為面試官的機會一樣多。因此，讓我們將注意力轉向如何在面試中成為更有效的受訪者。

Doing Homework做功課

Get to know the interviewer as well as the interviewer knows you.
了解面試官，就像面試官了解你一樣。

Before taking part in probing interviews, become thoroughly briefed on topics that might come up, including recent events, accidents, controversies, innovations, decisions, and laws. Have you played roles in any of these? Check organizations to be sure you understand organizational policies, positions, and involvements and what authority you have to speak for the organization or a subunit of that organization. Is there a more
在參加探討性訪談之前，務必充分了解可能出現的主題，包括最近的事件、事故、爭議、創新、決策和法律。你是否在其中扮演過角色？檢查組織以確保你了解組織的政策、立場和參與情況，以及你有什麼權限代表該組織或其下屬單位發言。是否有更...
knowledgeable or authoritative person who should be the interviewee?
應該是受訪者的知識淵博或權威人士？

Learn everything available about the interviewer, including age, sex, ethnic group, education and training, special interests, and experiences. What are the interviewer’s attitudes toward you, your organization, your profession, and the topic: friendly or hostile, trusting or suspicious, interested or disinterested. Do not assume the interviewer has little expertise in an area. Some reporters, for instance, have engineering, management, economics, or science degrees or have developed a high level of expertise on topics such as energy, stem cell research, or foreign policy. A mother of a hyperactive child may have become an expert on hyperactivity. A member of the clergy may have been an Air Force pilot before attending theology school. What is the interviewer’s reputation for fairness and honesty? What questioning techniques does the interviewer usually employ?
了解面試官的所有可用資訊，包括年齡、性別、族群、教育和訓練、特殊興趣和經驗。面試官對你、你的組織、你的職業和主題的態度是什麼：友好還是敵對、信任還是懷疑、感興趣還是漠不關心。不要假設面試官在某個領域的專業知識有限。例如，一些記者擁有工程、管理、經濟或科學學位，或在能源、幹細胞研究或外交政策等主題上發展出高水平的專業知識。一位有多動症孩子的母親可能已經成為多動症的專家。一位神職人員在進入神學院之前可能曾是一名空軍飛行員。面試官在公正和誠實方面的聲譽如何？面試官通常使用什麼樣的提問技巧？

Interviews often take place without warning. A person may call, stop by your office, appear at your front door, or approach you on the street. When this happens, be sure the opening reveals the identity of the interviewer, the interviewer’s organization, length of the interview, information desired, and how the information will be used. A thorough opening, including small talk, orients you about the topic, purpose, and relationship and gives you time to think and prepare answers strategically.
訪談通常會在沒有預警的情況下進行。某人可能會打電話、造訪你的辦公室、出現在你家門口，或在街上接近你。當這種情況發生時，務必確保開場白揭示了訪談者的身份、訪談者的組織、訪談的長度、所需的信息以及這些信息將如何使用。徹底的開場白，包括寒暄，能讓你了解主題、目的和關係，並給你時間思考和策略性地準備回答。

Understanding the Relationship
理解關係

Appreciate the impact of upward and downward communication in interviews.
欣賞在面試中向上和向下溝通的影響。

The relationship between interviewer and interviewee is a major concern in probing interviews because one or the other is likely to be in a superior position: a young accountant interviewing the CFO or the president of the university interviewing a young assistant professor. This upward and downward communication may lead either party to be overawed by the other. Feelings of subordination, obligation, or flattery may lead you to answer any question asked, particularly in the presence of cameras, microphones, technicians, or audience. If there is a choice, determine whether to speak to a particular person at a particular time. Realize that refusals of interviews may lead interviewers to state ominously at a later date that “Margaret Adams was unavailable for comment” or “refused to talk to us.” Such statements imply guilt, but may be preferable to foolish comments that become headlines.
面試官與面試者之間的關係在深入訪談中是一個主要的關注點，因為其中一方很可能處於優越的位置：一位年輕的會計師在面試首席財務官，或是大學校長在面試一位年輕的助理教授。這種向上和向下的溝通可能會使任一方對另一方感到敬畏。屈從、義務或恭維的感覺可能會使你回答任何問題，特別是在攝影機、麥克風、技術人員或觀眾在場的情況下。如果有選擇，請確定是否在特定時間與特定人交談。要意識到拒絕接受訪談可能會導致面試官在稍後的日期不祥地聲明“瑪格麗特·亞當斯無法接受評論”或“拒絕與我們交談”。這些聲明暗示著罪惡感，但可能比成為頭條的愚蠢評論更可取。

Assess the relationship between parties prior to the interview for indicators of what might take place during the interview.
在面試之前評估各方之間的關係，以尋找可能在面試中發生的指標。

What is the relational history?
什麼是關係歷史？
How similar are the parties?
這些政黨有多相似？
How willing and eager are both parties to take part?
雙方參與的意願和熱情有多高？
How much control will you have?
你將擁有多少控制權？
Do the parties perceive one another to be trustworthy, reliable, and safe?
雙方是否認為彼此值得信賴、可靠且安全？

Awareness of the Situation
情境意識

Consider the situational variables that are likely to affect the interview. When will the interview take place? How might events prior to and afterwards affect the interview? Should you defer an interview until you are better informed and ready to manage difficult
考慮可能影響面試的情境變數。面試將在何時進行？之前和之後的事件可能如何影響面試？您是否應該推遲面試，直到您更有信息並準備好應對困難？

Assess the many situational variables that will impact the interview.
評估將影響面試的多種情境變數。

Be as prepared to answer as the interviewer is prepared to ask.
要像面試官準備提問一樣，做好回答的準備。
questions? Where will the interview take place? What is the physical setting? Will an audience be present? If the interview will be broadcast, review the discussion presented earlier in this chapter. What outside influences must you take into account?
問題？面試將在哪裡進行？實體環境是什麼？會有觀眾在場嗎？如果面試將被廣播，請回顧本章前面所提到的討論。您必須考慮哪些外部影響？

Consider establishing ground rules such as time, place, length, which topics are off-limits or off-the-record, and the identity of the interviewer. Be realistic in demands. If you demand that all important topics be off-limits, there is no interview. Occasionally you may require that questions be submitted in advance to prepare well-thought-out answers with accurate and substantial data. If Charles Gibson of ABC wants to interview you, you would be foolish to demand a different interviewer. How much control you have depends upon your importance as a source, your relationship with the interviewer, the situation, and how eager you are to serve as an interviewee.
考慮建立基本規則，例如時間、地點、長度、哪些主題是禁忌或不公開的，以及訪問者的身份。對要求要現實。如果你要求所有重要主題都不能討論，那麼就沒有訪談可言。有時你可能需要提前提交問題，以便準備周全的答案，並提供準確且實質的數據。如果 ABC 的查爾斯·吉布森想要採訪你，你要求不同的訪問者將是愚蠢的。你擁有的控制權取決於你作為消息來源的重要性、你與訪問者的關係、情況以及你作為受訪者的意願。

Anticipating Questions預測問題

Anticipate questions and think through possible responses. For instance, what might be the most important information to divulge or conceal? How should you qualify answers? What evidence can you provide for assertions and claims? How might you reply to questions you cannot answer because of lack of information, need for secrecy, protection of sources, legal consequences, or organizational policies and constraints?
預測問題並思考可能的回應。例如，什麼可能是最重要的資訊需要透露或隱藏？你應該如何限定答案？你可以提供什麼證據來支持主張和聲明？對於因缺乏資訊、需要保密、保護來源、法律後果或組織政策和限制而無法回答的問題，你可能會如何回應？

In this age of litigation and media involvement in every issue, increasing numbers of interviewees are undergoing training in how to handle questions. For instance, prosecutors, attorneys, and aides prepare witnesses and clients (including presidents of the United States and CEOs) to answer questions in court, congressional hearings, board meetings, and press conferences. Seek help if you are facing a difficult encounter with a trained and experienced interviewer.
在這個訴訟和媒體參與每個議題的時代，越來越多的受訪者正在接受如何應對問題的訓練。例如，檢察官、律師和助手會準備證人和客戶（包括美國總統和首席執行官）在法庭、國會聽證會、董事會會議和新聞發布會上回答問題。如果您面對一位受過訓練且經驗豐富的面試官的困難遭遇，請尋求幫助。

Listening to Questions聆聽問題

While listening carefully to each question, follow several guidelines for responding effectively.
在仔細聆聽每個問題的同時，遵循幾個有效回應的指導方針。

Listen and Think before Answering
聆聽並在回答之前思考

Fully engage
the brain before opening the mouth.
在開口之前，充分調動大腦。

At scenes of accidents, crimes, or controversies, persons make statements they soon regret. African-Americans and Hispanic-Americans are often accused of crimes they did not commit because interviewees claimed to see a black or Hispanic man in the area where a crime took place. False statements and reports may lead to lawsuits, reprimands, or embarrassment. Listen carefully to what is being asked: Listen for words you do not know or may misinterpret. Listen for verbal and nonverbal cues that reveal feelings as well as facts.
在事故、犯罪或爭議現場，人們常常會發表他們很快就會後悔的聲明。非裔美國人和西班牙裔美國人經常被指控犯下他們並未犯下的罪行，因為受訪者聲稱在犯罪發生的地區看到了黑人或西班牙裔男子。虛假陳述和報告可能導致訴訟、譴責或尷尬。仔細聆聽所問的問題：注意你不懂或可能誤解的詞語。注意揭示情感和事實的口頭和非口頭線索。

Be Patient耐心點

Do not assume to know what a question is before it is completed. React only after fully hearing and understanding each question. Do not interrupt an interviewer because what the questioner is saying may help you understand the question and determine an answer.
不要在問題尚未完成之前假設你知道問題是什麼。只有在完全聽到並理解每個問題後才做出反應。不要打斷面試官，因為提問者所說的內容可能有助於你理解問題並確定答案。

Focus Attention on the Question of the Moment
專注於當前問題的注意力

Do not continue to replay a previous answer that is history or anticipate a future question because you will end up not hearing the current question.
請勿繼續重複之前的回答，因為那是歷史，或預測未來的問題，因為這樣您將無法聽到當前的問題。

Concentrate on Both the Interviewer and the Question
專注於面試官和問題

Watch for nonverbal signals that complement the verbal and reveal the interviewer’s feelings, attitudes, and beliefs. Focus eyes and ears on the interviewer. This is particularly important in broadcast interviews that involve several persons, studios, cameras, monitors, and microphones and field interviews that involve spectators, noise, traffic, and distracting objects.
注意非語言信號，這些信號能補充語言並揭示面試官的感受、態度和信念。專注於面試官的眼睛和耳朵。這在涉及多個人、工作室、攝影機、顯示器和麥克風的廣播面試，以及涉及觀眾、噪音、交通和分散注意力物體的現場面試中特別重要。

Do Not Dismiss a Question Too Quickly as Irrelevant or Stupid
不要過快地將問題視為無關或愚蠢

The interviewer may have a very good reason for asking a question, and it may be one in a series leading up to a highly important question. An ice-breaker question, for instance, may not add much to the content of the interview but a great deal to the interaction between parties. An interviewer may be using an inverted funnel sequence, and you will get an opportunity to respond at length later.
面試官可能有非常好的理由提出某個問題，這可能是通往一個非常重要問題的一系列問題中的一個。例如，破冰問題可能對面試的內容貢獻不大，但對雙方的互動卻有很大幫助。面試官可能正在使用倒漏斗式的提問順序，而你將有機會在稍後進行詳細回應。

Answering Strategically策略性回答

Design answers carefully. A good answer is concise, precise, carefully organized, clearly worded, logical, well supported, and to the point. There are many strategies for responding to questions. Learn to use them as effectively as the question strategies we introduced in Chapters 3 and 4.
仔細設計答案。一個好的答案應該簡潔、精確、組織良好、措辭清晰、邏輯性強、支持充分且切中要點。對於回答問題有許多策略。學會像我們在第三章和第四章中介紹的問題策略一樣有效地使用它們。

Avoid defensiveness or hostility.
避免防禦或敵意。
-Give answers not sermons.
給出答案，而不是說教。
-Give reasons and explanations rather than excuses.
提供理由和解釋，而不是藉口。
-Be polite and tactful in words and manner.
-在言語和舉止上要禮貌和得體。
-Use tasteful, appropriate humor.
使用得體、恰當的幽默。
-Do not reply in kind to a hostile question or interruption.
-對於敵意的問題或打斷，請不要以同樣的方式回應。
Share control of the interview.
分享面試的控制權。
-Insist on adequate time to answer questions.
堅持有足夠的時間來回答問題。
-Do not allow the interviewer to “put words in your mouth.”
-不要讓面試官「替你說話」。
-Challenge the content of questions that contain unsupported assertions or inaccurate data or quotations.
-挑戰包含不支持的主張或不準確數據或引用的問題內容。
-If a question is multiple-choice, be sure the choices are fair and include all reasonable options.
如果問題是多選題，請確保選項公平並包含所有合理的選擇。
—Ask the interviewer to rephrase or repeat long, complicated, or unclear questions.
—請求面試官重新表述或重複冗長、複雜或不清楚的問題。
-Answer a question with a question.
-用問題回答問題。
-Search reflective and mirror questions for accuracy and completeness.
- 搜尋反思性和鏡像問題以確保準確性和完整性。
Explain what you are doing and why.
解釋你正在做什麼以及為什麼。
-Preface a lengthy answer by explaining why it must be so.
以解釋為何必須如此來引入冗長的回答。
–Preface an answer by explaining why a question is tough or tricky.
–在回答之前，先解釋為什麼這個問題很困難或棘手。
-Provide a substantial explanation why you must refuse to answer a question or simply say “No comment.”
提供充分的解釋說明為何必須拒絕回答問題，或簡單地說「不予評論」。
—Rephrase a question: “If what you’re asking is . . .” or “You seem to be implying that…”
—重新表達問題：“如果你所問的是 . . .”或“你似乎在暗示…”
Take advantage of question pitfalls,
利用問題的陷阱，
-Reply to the portion of a double-barreled question you remember and can answer most effectively.
- 回答你記得並能最有效地回答的雙重問題的部分。
-Answer a bipolar question with a simple yes or no.
-用簡單的「是」或「否」回答一個雙極問題。
-Reply to the open or closed portion of an open-to-closed switch question that is to your advantage.
-回應開放或封閉的開關問題的開放或封閉部分，以便對你有利。
Avoid common question traps.
避免常見的問題陷阱。
-If a question is leading, such as “Don’t you agree that . . .,” do not be led to the suggested answer.
如果問題是引導性的，例如「你不認為……嗎？」不要被引導到建議的答案。
-If a question is loaded, such as “Are you still cheating on your taxes,” be aware that either a yes or a no will make you guilty.
如果問題是帶有暗示的，例如「你還在逃稅嗎」，那麼無論回答是「是」還是「否」，都會使你有罪。
-If an apparent bipolar question offers two disagreeable choices, such as “Did you go into medicine for the prestige or for the money,” answer with a third option.
如果一個明顯的雙極問題提供了兩個不令人滿意的選擇，例如「你是因為名望還是因為金錢而進入醫學的」，請用第三個選項來回答。
—Watch for the yes-no pitfall, such as “Do you want to die,” and answer or refuse to answer politely.
—注意是非陷阱，例如「你想死嗎」，並禮貌地回答或拒絕回答。
Support your answers.支持你的答案。
-Use stories and examples to illustrate points.
使用故事和例子來說明觀點。
-Use analogies and metaphors to explain unknown or complicated things, procedures, and concepts.
使用類比和隱喻來解釋未知或複雜的事物、程序和概念。
-Organize long answers like mini-speeches with an introduction, body, and conclusion.
-將長答案組織成迷你演講，包含引言、主體和結論。
Open your questions positively rather than negatively. The authors of Journalistic Interviews: Theories of the Interview offer these examples of interviewee responses: $^{40}$
以積極的方式提出問題，而不是消極的。《新聞訪談：訪談理論》的作者提供了以下受訪者回應的例子： $^{40}$

Negative負面

You failed to notice你未能注意到
You neglected to mention
你忽略了提到
You overlooked the fact
你忽略了這個事實
You missed the point
你錯過了重點

Positive正面

May I point out我可以指出
We can also consider

x, y, z

我們也可以考慮

x, y, z

One additional fact to consider
還有一個額外的事實需要考慮
From another perspective
從另一個角度

The probing or journalistic interview is the most common type of interview because it is used daily by persons ranging from journalists, police officers, and health care professionals to students, teachers, and parents. Length and formality vary, but the purpose and method are the same: to get needed information as accurately and completely as possible in the shortest amount of time. The means are careful questioning, listening, observing, and probing. Although preparation of an interview guide or schedule is important, the interviewer must remain flexible and adapt to each interviewee, situation, and response.
探查性或新聞性訪談是最常見的訪談類型，因為它每天都被從記者、警察、醫療專業人員到學生、教師和家長等各類人員使用。訪談的長度和正式程度各不相同，但目的和方法是相同的：在最短的時間內獲取所需信息，並盡可能準確和完整。手段包括仔細提問、傾聽、觀察和探查。雖然準備訪談指南或日程是重要的，但訪談者必須保持靈活，並根據每位受訪者、情況和反應進行調整。

This chapter has presented guidelines for structured probing interviews that call for thorough preparation and flexibility.
本章提供了結構化探討訪談的指導方針，強調徹底的準備和靈活性。

Interviewees need not be passive participants in probing interviews. When given advance notice, interviewees should prepare thoroughly. They should share control with the interviewer and not submit meekly to whatever is asked or demanded. And they should know the principles and strategies of effective answers. Good listening is essential. The result will be a better interview for both parties.
受訪者不必在探討性訪談中充當被動參與者。在提前通知的情況下，受訪者應該做好充分準備。他們應該與訪談者分享控制權，而不是對任何問題或要求屈從。他們還應該了解有效回答的原則和策略。良好的傾聽是必不可少的。這將使雙方的訪談更加成功。

This chapter has presented guidelines for preparing and participating in probing interviews. The nature of each stage will depend upon the situation and the relationship between the interviewer and interviewee.
本章提供了準備和參與探討性訪談的指導方針。每個階段的性質將取決於情況以及面試官與受訪者之間的關係。

Key Terms and Concepts
關鍵術語與概念

The online learning center for this text features FLASH CARDS and CROSSWORD PUZZLES for studying based on these terms and concepts.
這段文字的在線學習中心提供了基於這些術語和概念的閃卡和填字遊戲以供學習。

Broadcast interview廣播訪談
Confused interviewees困惑的受訪者
Dissimilar interviewees Emotional interviewees Evasive interviewees False assumptions Hostile interviewees
不相似的受訪者情緒化的受訪者迴避的受訪者錯誤的假設敵意的受訪者

Ice-breaker questions破冰問題
Key informants關鍵知情者
Metaphorical questions隱喻性問題
Off the record不公開
Press conference記者會
Research研究
Reticent interviewees沉默的受訪者

Sources來源
Status difference地位差異
Strategic answers戰略答案
Talkative interviewees健談的受訪者
Unsanitized setting未經清理的設置
Videoconference視訊會議

A Probing Interview for Review and Analysis
針對回顧與分析的探討訪談

The interviewer is part of a research team investigating how survivors of natural disasters cope during the first year following the event. She is interviewing a person who lost his home and adjacent small business when a massive tornado struck River Bend one year ago.
面試官是研究團隊的一部分，該團隊正在調查自然災害倖存者在事件發生後的第一年如何應對。她正在面試一位在一年前一場巨大的龍捲風襲擊河彎時失去家園和相鄰小型企業的人。

As you review this probing interview, ask such questions as, How satisfactory is the opening, including involvement of the interviewee? How well does the interviewer avoid common question pitfalls? How effectively does the interviewer listen and detect clues in answers? What areas of potentially valuable information does the interviewer discover and fail to discover? How satisfactory is the closing, including involvement of the interviewee? Which answer strategies does the interviewee employ and how effectively does the interviewer deal with them? How well does she manage to share control during the interview?
在您回顧這次深入訪談時，請問以下問題：開場的滿意度如何，包括受訪者的參與？訪問者在多大程度上避免了常見問題的陷阱？訪問者在聆聽和發現回答中的線索方面有多有效？訪問者發現和未發現的潛在有價值信息的領域有哪些？結尾的滿意度如何，包括受訪者的參與？受訪者採用了哪些回答策略，訪問者又是如何有效應對的？她在訪談中成功地分享控制權的程度如何？

Interviewer: Good evening. I’m with the Kansas Storm Chasing Association that is studying how people cope with natural disasters, especially tornadoes. When I called Monday evening I said the interview would take about 15 to 20 minutes and that I would record it. Okay?
訪談者：晚上好。我是堪薩斯風暴追逐協會的成員，正在研究人們如何應對自然災害，特別是龍捲風。當我在星期一晚上打電話時，我說過這次訪談將持續約 15 到 20 分鐘，並且我會錄音。可以嗎？
Interviewee: Okay.受訪者：好的。
Interviewer: First, tell me about that afternoon nearly a year ago. Were you aware a tornado was possible?
面試官：首先，請告訴我關於將近一年前的那個下午。你知道可能會有龍捲風嗎？
Interviewee: Yes.受訪者：是的。
Interviewer: Were you warned by siren or the broadcast media?
面試官：您是被警報器還是廣播媒體警告的？
Interviewee: No.受訪者：不。
Interviewer: How were you warned?
面試官：你是怎麼被警告的？
Interviewee: I was working in the shop. It was an unusually warm and muggy spring day with a cold front approaching from the north. Most of us in the Midwest know what that means, so we were keeping a wary eye on the sky.
受訪者：我當時在商店工作。那是一個異常溫暖潮濕的春天，北方有一股冷鋒逼近。我們中西部的大多數人都知道這意味著什麼，所以我們都在小心翼翼地注視著天空。
Interviewer: Okay. When did you see the funnel cloud?
面試官：好的。你什麼時候看到漏斗雲的？
Interviewee: Around $4 : 30$ .
面試者：大約 $4 : 30$ 。
Interviewer: What did you see and hear?
面試官：你看到了什麼，聽到了什麼？
Interviewee: Well, the first thing I noticed was how dark it got. It was like midnight, pitch-black. You couldn’t see across the yard.
受訪者：嗯，我注意到的第一件事是變得多麼黑暗。就像午夜一樣，漆黑一片。你無法看清院子對面。
Interviewer: Uh huh.面試官：嗯。
Interviewee: I mean it was really dark, like being in a closet with the door closed. Almost like being in a cave.
受訪者：我的意思是那真的很黑，就像在一個關著門的衣櫃裡。幾乎就像在一個洞穴裡。
Interviewer: I see. And what did you hear?
面試官：我明白了。那你聽到了什麼？
Interviewee: At first there was not a sound, not even a bird chirping. It was like death.
受訪者：起初沒有聲音，連鳥叫聲都沒有。就像死亡一樣。
Interviewer: And then?面試官：然後呢？
Interviewee: Then there was this terrible roar, sort of like-as l’ve heard others say-a hundred freight trains.
受訪者：然後有這種可怕的咆哮，聽起來就像我聽別人說的，像是一百輛貨運列車。
Interviewer: What was it like?
面試官：那是什麼樣的體驗？
Interviewee: It was a massive, ugly boiling funnel coming right at us from across the river. I’ll never forget that sight and sound. I thought we were all going to die. The newspaper pictures showed how terrible it was and many of us attending church the next day in the high school football stadium. Everything else was a mess. But we made it. As you can see, we’ve rebuilt the shop and the house is now about threequarters done. We should be able to move back in about a month.
受訪者：那是一個巨大的、醜陋的滾沸漏斗，正從河對岸朝我們襲來。我永遠無法忘記那個景象和聲音。我以為我們都要死了。報紙上的圖片顯示了它有多可怕，許多我們在第二天參加教堂的人都在高中足球場裡。其他一切都是一團糟。但我們熬過來了。如你所見，我們已經重建了商店，房子現在大約完成了四分之三。我們應該能在大約一個月內搬回去。
Interviewer: It’s amazing that you survived and that you have been able to rebuild your lives so soon. What did you do when you saw the tornado coming across the river? Did you freeze for a moment?
訪談者：你們能夠倖存下來並且如此迅速地重建生活，真是令人驚訝。當你看到龍捲風橫越河流時，你們做了什麼？你們有沒有愣住一瞬間？
Interviewee: If I had, I wouldn’t be talking to you today!
受訪者：如果我有的話，我今天就不會跟你談話了！
Interviewer: What did you do?
面試官：你做了什麼？
Interviewee: I ran out of the shop and yelled for Megan; that’s my wife. We grabbed the baby from its crib and headed to the basement of our home.
受訪者：我衝出商店，對梅根大喊；她是我的妻子。我們從嬰兒床上抱起寶寶，然後朝我們家的地下室走去。
Interviewer: And then what did you do?
面試官：然後你做了什麼？
Interviewee: We got in the corner under a heavy workbench until this monster just tore everything up, even the floor.
受訪者：我們躲在一個沉重的工作台下的角落，直到這個怪物把一切都撕毀了，甚至連地板也不例外。
Interviewer: Were you afraid?
面試官：你害怕嗎？
Interviewee: Wouldn’t you have been afraid at a time like that?
受訪者：在那樣的時候，你不會感到害怕嗎？
Interviewer: I’m sure I would. And the storm destroyed your house and your business?
面試官：我相信我會的。暴風雨摧毀了你的房子和你的生意？
Interviewee: Yes, everything was gone when we came out of the basement.
受訪者：是的，當我們從地下室出來時，一切都不見了。
Interviewer: It’s been nearly a year now. How have things worked out for you?
面試官：現在差不多快一年了。事情進展得怎麼樣？
Interviewee: Okay, I guess.
受訪者：好吧，我想是的。
Interviewer: Do you think about the tornado much?
面試官：你經常想到龍捲風嗎？
Interviewee: Of course!受訪者：當然！
Interviewer: How so?面試官：怎麼說？
Interviewee: There are no trees.
受訪者：這裡沒有樹。
Interviewer: I see. I’m sure you and your family tend to panic when the sky gets real dark in the spring.
面試官：我明白了。我相信當春天的天空變得非常黑暗時，你和你的家人會感到驚慌。
Interviewee: Not panic, just cautious and prepared.
受訪者：不驚慌，只是謹慎和準備好。
Interviewer: What about the new county warning system?
訪談者：那新縣警報系統怎麼樣？
Interviewee: What about it?
受訪者：那怎麼樣？
Interviewer: Will it help the next time a tornado approaches?
訪談者：這會在下一次龍捲風來臨時有所幫助嗎？
Interviewee: I sure hope so!
受訪者：我真希望如此！
Interviewer: Is there anything else you would like to tell me about the storm and its aftermath?
訪談者：還有什麼其他想告訴我關於風暴及其後果的事情嗎？
Interviewee: No. Well . . . no, I guess not. You have to experience it to understand.
受訪者：不。嗯……不，我想不是。你必須親身體驗才能理解。
Interviewer: Okay. I appreciate your willingness to talk to me about your experiences. Stay safe. Oh, where are you living now?
面試官：好的。我感謝你願意和我談論你的經歷。保重。哦，你現在住在哪裡？
Interviewee: With friends in Hopewell about 10 miles from here.
受訪者：在距離這裡約 10 英里的霍普威爾與朋友們在一起。
Interviewer: Good. Thanks again.
面試官：很好。再次感謝。

Probing Role-Playing Cases
探究角色扮演案例

An Assault Case一宗襲擊案件

You are a detective interviewing a female student who was attacked physically in a campus parking garage. She avoided serious injury when other students heard her yelling for help and chased off her attacker. This case seems similar to a number of attacks in parking garages throughoui the area. You want to learn what the victim recalls about the attack and attacker, particularly things she may have recalled since her initial interview with police officers. The interview will take place in the interviewee’s apartment.
你是一名偵探，正在對一名在校園停車場遭到襲擊的女學生進行面談。當其他學生聽到她呼喊求助並驅趕了襲擊者時，她避免了嚴重的傷害。這起案件似乎與該地區多起停車場襲擊事件相似。你想了解受害者對襲擊和襲擊者的回憶，特別是她自首次與警察面談以來可能回想起的事情。面談將在受訪者的公寓進行。

A Veteran from the War in Iraq
伊拉克戰爭的退伍軍人

You are a psychology student in a class focusing on the long-term effects of urban fighting on military personnel who have spent at least a year in such duty. You have been assigned
你是一名心理學學生，正在上專注於城市戰鬥對至少服役一年之軍事人員的長期影響的課程。你已被指派
to interview a local National Guard sergeant who spent fourteen months in Bagdad patrolling the streets and searching buildings for insurgents. He returned home a year ago to his wife and three children and, after a one-month leave and a brief stay at a VA hospital, resumed his position as an insurance sales representative. The interview will take place at a local Starbucks.
要訪問一位當地的國民警衛隊中士，他在巴格達巡邏街道並搜尋建築物以尋找叛亂分子，已經度過了十四個月。他在一年前回到家中，與妻子和三個孩子團聚，並在一個月的休假和在退伍軍人醫院的短暫逗留後，恢復了作為保險銷售代表的職位。訪談將在當地的星巴克進行。

A Candidate for Congress
國會候選人

A recently retired Air Force colonel, who was a member of the famed Thunderbirds precision flying team, is openly considering a campaign for Congress. He has never been involved in politics or affiliated with a political party. Your editor has assigned you to interview the colonel as part of a special issue on the backgrounds of political candidates with no political experience. You will interview the colonel at the Experimental Aircraft Association Museum where he is signing autographs for his new book entitled The Sky Is Not the Limit. He has agreed to give you 15 minutes for the interview.
一位最近退休的空軍上校，曾是著名的雷霆飛行表演隊成員，正在公開考慮參加國會競選。他從未參與過政治或與任何政黨有關聯。您的編輯指派您對這位上校進行採訪，作為一個特刊的一部分，專門探討沒有政治經驗的候選人的背景。您將在實驗飛機協會博物館對上校進行採訪，當時他正在為他的最新書籍《天空不是極限》簽名。他已同意給您 15 分鐘的採訪時間。

A Trip to Kenya
前往肯尼亞的旅行

You have never traveled abroad, but you have always been fascinated with wild animal shows on television and thought it would be great to take a safari to Africa. A friend told you recently that she was taking a trip to Kenya at the end of the spring semester headed by a retired dean of the College of Liberal Arts. You have arranged an interview with this person for a Saturday morning at his home. You are excited and apprehensive about a safari in Kenya. You are concerned about possible terrorism or civil unrest in east Africa, the dangers of being so close to animals in the wild, cost, the long flight, and attitudes toward Americans.
你從未出國旅行，但你一直對電視上的野生動物表演感到著迷，並認為去非洲進行一次野生動物觀察之旅會很棒。最近，一位朋友告訴你，她將在春季學期結束時參加由一位退休的文學院院長帶領的肯尼亞之旅。你已經安排了在星期六早上到他家進行面談。你對在肯尼亞的野生動物觀察之旅感到興奮和不安。你擔心東非可能發生的恐怖主義或內亂、與野生動物如此接近的危險、費用、漫長的飛行以及對美國人的態度。

Student Activities學生活動

Compare and contrast the sample attitude survey in Chapter 6 with the probing interview in this chapter. How are the openings similar and different? How are questions similar and different? What are the apparent question sequences? What schedules are used? How are the closings similar and different? What interviewing skills are required for the participants of each interview?
比較第六章的樣本態度調查與本章的深入訪談。開場有何相似與不同之處？問題有何相似與不同之處？明顯的問題順序是什麼？使用了哪些時間表？結尾有何相似與不同之處？每種訪談的參與者需要哪些訪談技巧？
Interview a newspaper journalist and a broadcast journalist about their interviewing experiences and techniques. How does the nature of the medium affect interviewers and interviewees? How does the medium affect interview structure, questioning techniques, and note taking? What advice do they give about note taking and tape recording interviews? How do the end products differ? What constraints does each medium place on interviewers?
訪問一位報紙記者和一位廣播記者，了解他們的訪問經驗和技巧。媒介的性質如何影響訪問者和受訪者？媒介如何影響訪問結構、提問技巧和筆記方式？他們對於筆記和錄音訪問有什麼建議？最終產品有何不同？每種媒介對訪問者施加了什麼限制？
Attend a press conference in which one person is answering questions from several interviewers. How is this situation similar to and different from one-on-one interviews? What stated or implied rules governed this interview? What skills are required of interviewers and interviewee? How did the interviewee recognize interviewers? What answering strategies did the interviewee use? What questioning strategies did interviewers use?
參加一場新聞發布會，其中一位受訪者正在回答幾位採訪者的問題。這種情況與一對一的面試有何相似之處和不同之處？這次面試遵循了哪些明示或暗示的規則？受訪者和採訪者需要具備哪些技能？受訪者是如何識別採訪者的？受訪者使用了哪些回答策略？採訪者使用了哪些提問策略？
A growing number of interviewers are turning to the Internet to conduct probing interviews. Develop a moderately scheduled 20-minute interview on a topic that will require fairly lengthy answers and then conduct one face-to-face interview and one over the Internet. Identify the advantages and disadvantages of each with respect to relationship building, communication interactions, depth of answers, self-disclosure, probing questions, spontaneity, and ability or inability to observe and hear the interviewee’s answers.
越來越多的面試官開始利用互聯網進行深入訪談。制定一個適度安排的 20 分鐘訪談，主題需要較長的回答，然後進行一次面對面的訪談和一次網上的訪談。針對關係建立、溝通互動、回答深度、自我揭露、深入提問、自發性以及觀察和聆聽受訪者回答的能力或無能，識別每種方式的優缺點。

Notes備註

Bob Steele, “Interviewing: The Ignored Skill,” http://www.poynter.org/column .asp?id=36&aid=37661, accessed September 25, 2006.
Bob Steele, “Interviewing: The Ignored Skill,” http://www.poynter.org/column.asp?id=36&aid=37661, accessed September 25, 2006.
Eric Nalder, Newspaper Interviewing Techniques, Regional Reporters Association meeting at the National Press Club, March 28, 1994, The C-SPAN Networks (West Lafayette, IN: Public Affairs Video Archives, 1994).
Eric Nalder, 《報紙採訪技巧》，地區記者協會在國家新聞俱樂部的會議，1994 年 3 月 28 日，C-SPAN 網絡（印第安納州西拉法葉：公共事務視頻檔案，1994 年）。
Steele.
Ken Metzler, Tips for Interviewing," http://darkwing.uoregon.edu/~sponder/cj641/ interview.htm, accessed September 26, 2006.
Beverley J. Pitts, Tendayi S. Kumbula, Mark N. Popovich, and Debra L. Reed, The Process of Media Writing (Boston: Allyn and Bacon, 1997), p. 66.
Beverley J. Pitts, Tendayi S. Kumbula, Mark N. Popovich, 和 Debra L. Reed, 《媒體寫作的過程》（波士頓：Allyn and Bacon, 1997），第 66 頁。
Eric Steven Raymond and Rick Moen, “How to Ask Questions the Smart Way,” http:// www.catb.org/~esr/faqs/smart-questions.html, accessed September 26, 2006.
Eric Steven Raymond 和 Rick Moen，「如何以聰明的方式提問」，http:// www.catb.org/~esr/faqs/smart-questions.html，訪問日期：2006 年 9 月 26 日。
Henry Schulte and Michael P. Dufreshe, Getting the Story (New York: Macmillan, 1994), p. 24.
亨利·舒爾特和邁克爾·P·杜弗雷什，《獲取故事》（紐約：麥克米倫，1994 年），第 24 頁。
Metzler.
R. Thomas Berner, The Process of Writing News (Boston: Allyn and Bacon, 1992), p. 123.
R. Thomas Berner, The Process of Writing News (波士頓：阿林與培根，1992)，第 123 頁。
Pat Stith, Getting Good Stories: Interviewing with Finesse (ProQuest Research Library, April 24, 2004), p. 2.
Pat Stith, Getting Good Stories: Interviewing with Finesse (ProQuest Research Library, 2004 年 4 月 24 日), 第 2 頁。
Pitts, Kumbula, Popovich, and Reed, p. 64.
Raymond L. Gorden, Interviewing: Strategy, Techniques, and Tactics (Homewood, IL: Dorsey Press, 1980), p. 235.
雷蒙德·L·戈登，《面試：策略、技術與戰術》（伊利諾伊州霍姆伍德：多西出版社，1980 年），第 235 頁。
Fred Fedler, John R. Bender, Lucinda Davenport, and Paul E. Kostyu, Reporting for the Media (Fort Worth, TX: Harcourt Brace, 1997), p. 227.
Fred Fedler, John R. Bender, Lucinda Davenport, 和 Paul E. Kostyu, 《媒體報導》 (德克薩斯州沃斯堡: Harcourt Brace, 1997), 第 227 頁。
Eugene C. Webb and Jerry R. Salancik, “The Interview or the Only Wheel in Town,” Journalism Monographs 2 (1966), p. 18.
Eugene C. Webb 和 Jerry R. Salancik, “The Interview or the Only Wheel in Town,” Journalism Monographs 2 (1966), p. 18.
Robert Ogles is a professor of mass communication at Purdue University.
羅伯特·奧格爾斯是普渡大學的大眾傳播學教授。
“Journalistic Interviews,” http://www.uwgh.edu/clampitp/Interviewing/ Interviewing%20lectures/Journalistic%20interviews.ppt., accessed October 4, 2006.
“新聞採訪，” http://www.uwgh.edu/clampitp/Interviewing/ Interviewing%20lectures/Journalistic%20interviews.ppt.，訪問日期：2006 年 10 月 4 日。
Stephen Budiansky, “Truth Extraction,” The Atlantic Monthly, June 2005, 32.

Verbal and nonverbal messages are intricately intertwined.
言語和非言語信息緊密交織在一起。
Your purpose controls how you prepare and what you do in probing interviews.
您的目的控制您在探討性訪談中的準備方式和行為。
Large male interviewers often appear threatening to interviewees.
大型男性面試官對面試者來說常常顯得具有威脅性。
Understand the relationship prior to the interview.
在面試之前了解關係。

CHAPTER An Introduction to Interviewing章節 訪談介紹

The Essential Elements of Interviews訪談的基本要素

Interactional互動式

Process過程

All interviews have a degree of structure.所有訪談都有一定程度的結構。

Parties 各方

Purpose目的

All interviews所有訪談

Questions play問題扮演

Questions問題

Quiz #1—What Is and Is Not an Interview?測驗 #1—什麼是面試，什麼不是面試？

A Relational Form of Communication關係型溝通形式

Relational Dimensions關聯維度

Similarity相似性

A few simi-

Inclusion/Involvement包容/參與

Affection情感

We communicate more freely with people we like.我們與喜歡的人溝通得更自由。

Control控制

Trust信任

Global Relationships全球關係

Men and Women in Relationships男女在關係中

Electronic Interviews電子訪談

The Telephone電話

The Cell Phone手機

The Videoconference視訊會議

The Internet互聯網

Summary摘要

Key Terms and Concepts關鍵術語與概念

An Interview for Review and Analysis訪談以進行審查和分析

Student Activities學生活動

Notes備註

Resources資源

Interviewing面試

Two Parties in the Interview面試中的兩方

Each party con-每一方都

Interchanging Roles during Interviews訪談過程中的角色互換

Interview climate affects the exchanging of roles.訪談氣氛影響角色的交換。

Directive Approach直接提問

Nondirective Approach間接提問Nondirective Approach 間接提問

A nondirec-

Combination of Approaches方法的結合

Perceptions of Interviewer and Interviewee面試官和面試者的認知

Perceptions of Self自我認知

We see ourselves differently under different circumstances.在不同的情況下，我們對自己的看法會有所不同。

Self-esteem is自尊心是

Cultural Differences文化差異

Perceptions of the Other Party對他方的認知

Allow interac-允許互動

Communication Interactions溝通互動

Levels of Interactions互動層級

Sex, Culture, and Interactions性別、文化與互動

Sex性別

Culture文化

Culture may dictate what we disclose and to whom.文化可能決定我們披露什麼以及向誰披露。

Verbal Interactions口頭互動

Multiple Meanings多重意義

Ambiguities模糊性

Sound Alikes同音詞

Connotations內涵

Abstract摘要

Slang俚語

Slang comes俚語來自

Euphemisms委婉語

Naming命名

Ordering Words排序詞語

Power Words力量詞

Words may be詞語可能是

Regional and Role Differences區域與角色差異

Gender Differences性別差異

Language problems are avoidable.語言問題是可以避免的。

Global Differences全球差異

Guidelines for Reducing Language Problems減少語言問題的指導方針

Nonverbal Interactions非語言互動

Nonverbal signals send many different messages.非語言信號傳遞許多不同的信息。

Any behav-任何行為-

Sex性別

Culture文化

Black and white黑與白

Feedback反饋

CHAPTER An Introduction to Interviewing
章節訪談介紹

The Essential Elements of Interviews
訪談的基本要素

All interviews
have a degree of structure.
所有訪談都有一定程度的結構。

Quiz #1—What Is and Is Not an Interview?
測驗 #1—什麼是面試，什麼不是面試？

A Relational Form of Communication
關係型溝通形式

We communicate more freely with people we like.
我們與喜歡的人溝通得更自由。

Men and Women in Relationships
男女在關係中

Key Terms and Concepts
關鍵術語與概念

An Interview for Review and Analysis
訪談以進行審查和分析

Two Parties in the Interview
面試中的兩方

Interchanging Roles during Interviews
訪談過程中的角色互換

Interview climate affects the exchanging of roles.
訪談氣氛影響角色的交換。

Nondirective Approach間接提問
Nondirective Approach 間接提問

Combination of Approaches
方法的結合

Perceptions of Interviewer and Interviewee
面試官和面試者的認知

We see ourselves differently under different circumstances.
在不同的情況下，我們對自己的看法會有所不同。

Perceptions of the Other Party
對他方的認知

Communication Interactions
溝通互動

Sex, Culture, and Interactions
性別、文化與互動

Culture may dictate what we disclose and to whom.
文化可能決定我們披露什麼以及向誰披露。

Regional and Role Differences
區域與角色差異

Language problems are avoidable.
語言問題是可以避免的。

Guidelines for Reducing Language Problems
減少語言問題的指導方針

Nonverbal signals send many different messages.
非語言信號傳遞許多不同的信息。

Listening for Comprehension
聆聽理解

Listening for Evaluation
聆聽評估

Listening for Resolution
傾聽以尋求解決方案

Initiating the Interview
開始面試

Time of Day, Week, and Year
一天中的時間、星期和年份

Take into account events before and after interviews.
考慮面試前後的事件。

Key Terms and Concepts
關鍵術語與概念

An Interview for Review and Analysis
訪談以進行審查和分析

chapter Questions and Their Uses
章節問題及其用途

Open and Closed Questions
開放式問題與封閉式問題

Moderately Open Questions
適度開放性問題

Open Questions Have Advantages
開放性問題的優勢

Interviewees can pick and choose, reveal and hide.
受訪者可以自由選擇、揭示或隱藏。

Moderately Closed Questions
適度封閉式問題

A yes or no
是或不是

Closed ques-
tions stifle volunteering.
封閉式問題抑制志願服務。

Closed Questions Have Advantages
封閉式問題的優勢

Closed Questions Have Disadvantages
封閉式問題的缺點

Primary and Probing Questions
主要和探究問題

Types of Probing Questions
探究問題的類型

Pry open
vague, super-
ficial, and
suggestive answers.
撬開模糊、表面和暗示性的答案。

Skillful Interviewing with Probing Questions
熟練的面試技巧與探詢問題

Quiz #1—Supply the Probing Question
測驗 #1—提供探究問題

Neutral and Leading Questions
中立性問題與引導性問題

Quiz #2-Identification of Questions
測驗 #2-問題識別

Common Question Pitfalls
常見問題陷阱

The Open-to-Closed Switch
開關從開啟到關閉