The experience of scheduling a contact visit often reflects what trying to schedule the actual interview with the participant will be like. If one is a reasonable process, the other is likely to be so too. If scheduling one contact visit is unduly frustrating, the interviewer may do well to take that into account in proceeding to build the participant pool.
Because of the time and energy required of both participants and interviewers, every step the interviewer takes to ease the logistics of the process is a step toward allowing the available energy to be focused on the interview itself. To facilitate communication, confirmation of appointments, and follow-up after the interviews, it is important for interviewers to develop a database of their participants. They can use the contact visit to begin to collect data.
A simple participant information form can be of considerable use throughout the study. The form usually has two purposes: to facilitate communication between the interviewer and the participants; and to record basic data about the participant that will inform the final choice of participants and the reporting on the data later in the study. At minimum, the form should include the participants’ home and work addresses, telephone numbers, and e-mail address, the best time to be in touch with them, and the time to avoid calling them. Paying attention to the details of communications with participants from the beginning of the interview relationship can help in avoiding the mishaps of missed or confused appointments that can later plague an interview study.
The contact visit can also be used to determine the best times, places, and dates to interview potential participants. These are crucial. The place of the interview should be convenient to the participant, private, yet if at all possible familiar to him or her. It should be one in which the participant feels comfortable and secure. A public place such as a cafeteria or a coffee shop may seem convenient, but the noise, the lack of privacy, and the likelihood of the interview’s becoming an event for others to comment upon undermine the effectiveness of such places for interviews.
If it can be determined at the time of the contact visit that a person would be an appropriate participant in the study, the interviewer can schedule time and dates right then. The interviewer should try to let the participant choose the hour, scheduling interviews within a time period consistent with the purpose of the three-interview structure as described in Chapter 2. As pointed out previously, because each interview is meant to build on the preceding one, they are optimally spaced no more than a week and no less than a day apart.
In considering the time, dates, and place of interviews, in addition to considering the safety of the arrangements for both participants and interviewers (Smith, 1992, p. 103), the prevailing principle must be equity. The participants are giving the interviewers something they want. The interviewers must be flexible enough to accommodate the participants’ choice of location, time, and date. On the other hand, the interviewers also have constraints. Although equity necessitates flexibility, interviewers must also learn to set up interviews in such a way that they themselves are comfortable with the resulting schedule. Resentment on the part of either participant or interviewer will not bode well ultimately for the interviews.
After the contact visit, interviewers should write follow-up letters to the participants they select and to those they do not. The letters are used to thank the potential participants for meeting with the interviewers and, in the case of those who are selected for the study and who agree to participate, to confirm in writing the schedule of interview appointments.
Such detailed follow-up work in writing may seem onerous to the prospective interviewer; however, equity requires such consideration. In addition, this kind of step-by-step attention can have enormous practical benefits to the interviewer. Few things are more frustrating in an interview study than to drive a few hours to an appointment only to have the participant not show up. Sometimes the no-show is the result of poor communication. Sometimes it reflects a participant’s lack of enthusiasm for the process because he or she feels asked to give a great deal while being offered very little consideration in return. In interviewing research, paying attention to the details of access and contact before the interviewing begins is the best investment interviewers can make as they select their participants and prepare to begin the interviews.
Source: Seidman Irving (2006), Interviewing As Qualitative Research: A Guide for Researchers in Education And the Social Sciences, Teachers College Press; 3rd edition.