The Challenge of Change: Embracing Evidence-Based Techniques in Investigative Interviewing
. Mark A. Anderson
Nationally recognized interviewing trainer and speaker bringing scientifically validated Interview Training that maximizes the quantity and quality of truthful information obtained.
"To improve is to change; to be perfect is to change often."
— Winston Churchill
Change.? How do you feel about the subject of change?? For me, the older I get the more difficult change is, but that doesn’t mean I won’t do it, not for change sake, but for improved performance.
I seem to be in a season of change, and boy am I uncomfortable. Let me start though with a humorous experience of change.? I don’t want you to lose respect for me, but in my house I don’t control the television remote, in fact, I barely know how to use it.? Please stay with me even though I admit this!
So, the issue; on the remote when I fast forward through a show to avoid the ads (can you imagine me doing that at this time of the year) my wife told me to hit the stop button then the play button.? Doing this I always missed the start of the show coming back on then would have to rewind.? It made me nuts, but “that is how you do it.”
So, I’m doing this, and my daughter says to me, what are you doing?? “When fast forwarding hit the play button, and it drops back a few seconds, and you are all set.”? One button change and all the difference.? So, what do I keep doing?? Keep hitting the stop button.? Why?? I was conditioned to do that, “it’s the way I always did it” and change is hard.? Now, I fast forward and immediately move my finger to the play button so that I remember to hit that and not the stop button.? I must change that bad habit.
You say what? What does this have to do with interviewing?? It has to do with change, when there is no good reason to keep doing it “like we always did it.”? And it is time to CHANGE.
So, let’s dig into the challenge of change in the context of evidence-based investigative interviewing. It’s a fascinating topic and one that’s often tougher than it seems on the surface. It’s like how we know certain habits or techniques could improve but getting everyone to embrace those changes and make them. That’s a different story.
Why Change is Hard in Investigative Interviewing
So, picture this: you’re working in an investigative or audit field, maybe law enforcement or a similar setting. You know the traditional approaches to interviewing—things like using authority and control to get information—have been standard for years. But research has shown that evidence-based interviewing techniques, like rapport-building and open-ended questioning, can significantly improve the quality of information gathered.
Here’s the thing: changing a system, especially one that’s been around for decades, doesn’t happen overnight. People get used to doing things a certain way, and even if new methods are proven to be better, there’s still that resistance to change. And it's not just about preferences; it’s also about poor leadership, institutional inertia, training challenges, and sometimes skepticism about new methods.
The Stats on Evidence-Based Techniques
One approach that’s gained a lot of traction in recent years is called the cognitive interview. Research shows that it can yield up to 60% more information than traditional questioning methods (Geiselman et al., 1984). Imagine having that much more reliable data to work with! In fact, studies across various countries found that cognitive interviewing leads to more accurate recall, with fewer errors in the information provided (Memon, Meissner, & Fraser, 2010).
Yet, despite these impressive numbers, only a small percentage of law enforcement agencies globally have fully adopted these practices. For instance, a 2016 survey found that just 26% of U.S. police departments reported regular use of evidence-based interviewing strategies (Kassin, 2016). These statistics highlight a big gap between what research recommends and what’s actually implemented.
Why the Resistance?
There are some pretty good reasons why change feels so tough in these settings. First, there’s the training. Many interviewers have years of experience and have developed their own interviewing styles. Introducing evidence-based practices means retraining and often unlearning ingrained habits, which can feel like a daunting task.
Then, there’s the challenge of institutional culture. Investigative agencies can be very tradition-oriented, with a hierarchical structure that sometimes resists new ideas. It’s common for officers and investigators to think, “If this method worked for so long, why change it?” There has to be a change mindset associated with advancing mission to optimize results.
Moreover, it can take time to see the benefits of a new approach, and there might be fears about reduced efficacy during the transition period and for numbers focused organizations that can be unacceptable. Plus, cognitive interviews can take longer and be more mentally demanding, which may lead to some skepticism, especially in high-pressure situations.
“Any change, even a change for the better, is always accompanied by discomforts.”
— Arnold Bennett
?Changing the Culture of Interviewing
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So, how does change start happening? One way is by gradually introducing these techniques into training for new recruits. For instance, the UK has led the way with their PEACE model (Preparation and Planning, Engage and Explain, Account, Closure, and Evaluate), which emphasizes ethical and evidence-based approaches. Since its introduction, the model has been adopted by police forces in countries like Norway and New Zealand. Studies have shown that officers trained in the PEACE model are not only less likely to elicit false confessions, but also more likely to gain accurate and reliable information (Clarke & Milne, 2001).
Another significant factor is leadership support. When top officials and leaders in an agency champion evidence-based approaches, it sends a strong message. Tone at the top is essential. Leaders can highlight the success stories and back up the effectiveness of new methods with stats and quality training, creating a culture of openness to new practices.
Encouraging Change Through Success Stories
One thing that can make a big difference is sharing success stories. When interviewers hear about cases where cognitive interviews led to significant breakthroughs or reliable testimonies, it can be incredibly motivating. In the UK, for example, evidence-based interviewing has been linked to solving several cold cases (Dando et al., 2008). Real-life examples can make it easier for professionals to see the practical and operational value, rather than just viewing the techniques as academic theory.
Wrapping Up
So, the resistance to change in investigative interviewing isn’t surprising, because change is hard and it takes vision, but it is gradually shifting. As more and more research highlights the benefits of evidence-based approaches, and as younger recruits are trained in these methods, we’re likely to see more widespread adoption.
If you’re in the field, it’s a good reminder that even small steps—like starting to incorporate more open-ended questions or focusing on rapport—can have a big impact. And while change might not happen overnight, the shift toward evidence-based investigative interviewing could transform the field in powerful ways.
Quick action steps for interviewers who haven’t secured evidence-based training are easy to start employing.? Do some reading on elements of evidence-based practices and start using them.? There are none you can’t back away from if they don’t go well.? Plan your interviews with more detail, employ quality rapport throughout the interview, ask more open-ended questions, ensure understanding and listen better.? Most of these techniques, if employed for 30 days will become part of your repertoire.
Anderson Investigative Associates is positioned to custom-tailor training to your specific needs.? If you have any questions or would like to discuss the above subject of evidence-based, scientifically validated interviewing or any training need, please reach out.? Additional issues pertaining to interviewing, auditing, and investigations can be found in other blogs and videos that we have produced and are contained in most blocks of instruction that our company presents.
If you have additional questions, comments, or have an interview topic you would like me to address, give me a shout.? In the meantime, be well, stay safe out there, and start researching and employing evidence-based practices….it will change many aspects of your communication.
References
Please reach out:? ? Mark A. Anderson
Director of Training and Development
Anderson Investigative Associates, llc
114 Loucks Avenue
Scottdale, PA 15683
tel:912-571-6686
Security. Consultant operations Specialist in Iraq. Risk Assessment Specialist.Security Strategy Advisor.Bass defense security interpreter ?? Sallyport Global PSD Team leader G4S LN lead URG DTL Team Management
1 周Well done
Senior Special Investigator at Pennsylvania Office of State Inspector General
3 周Great take on the prep and interview process, Mark! Thanks for sharing!
Workshop Leader | Keynote | Science-Based Interview & Interrogation | Conflict Whisperer & Information Gatherer Extraordinaire
3 周Great post . Mark A. Anderson. The next struggle is in progress…interview trainings claiming to be evidence-based when they are not and Interview trainings mixing accusatory and science-based methods (I.e. pseudoscience and cognitive interviewing).
Self-employed-Trainer
3 周Very nice post Mark. Thanks for sharing your perspective and the challenge of change.