Insights from When Things Go Wrong
Edited by Keith Townsend and Mark N.K. Saunders
Chapter 19: Being flexible in interviews: make sure that you account for power imbalance
Data collection, internal politics, power, timing. This chapter tells the experience of arriving to interview a senior manager who also brought a subordinate to the interview. All previous interviews in the project were one-to-one interviews, not one-to-two, particularly not with such a display of internal politics and power differentials.
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