The principal purpose of the interview was to gather information on what the interviewees know, think or like. The opportunity to go deeper into responses is one of the main advantages of the interviews. Further it allows the probing of specific issues or ideas that arise. The interview is also flexible in a way that the interviewer can clarify the questions
and ensure that the interviewees understand them (Henreson et.al, 1987, p.25). In contrast with the open-ended questions, the interview in this study gives the chance to the interviewer to ask for clarification for some points and the reasons behind some other points.
Having decided on the interview, as a method of data collection, the next step to be addressed related to the format of the interview itself in particular, and whether the interview would be structured or unstructured. Between these two extremes lies the semi- structured (Reid, 2006, p. 29). Drever (1995, p.1) points out that in the semi-structured interview, the interviewer sets up a general structure by deciding what ground is to be covered and what main questions are to be asked. This was the most convenient to the present study as a balance between ensuring that all the information needed is collected and still there is a chance to probe deeper into respondents’ answers and seek clarification or justification.
The interviews in this study are semi-structured interviews with four individuals from the top management and two focus groups from the internal stakeholders and two focus groups from external stakeholders. Each group consisted of five people. The primary goal of the interview was not so much to receive standard answers to set questions, but rather to elicit in-depth information about the opinions and view points of the interviewees. Hence, what was of greatest importance in the interviews, was to gain an understanding of the obstacles that might face the implementation of TQM in the MOE, from the perspectives of the interviewers, or in other words to enter their “assumptive world”.
Individual interviews were thought to be more appropriate for top management for two reasons. Firstly, there are a smaller number in this group and secondly each member of top management has a particular area of responsibility. The size of the groups of internal stakeholders and external stakeholders are much larger and within these two groups there are shared responsibilities and similar experiences in relation to the workings of the MOE Central Headquarters. Therefore, focus interviews were seen as appropriate.
In designing a semi-structured interview, care must be taken to phrase questions so as to ensure that the respondents can say what they want rather than using leading questions (Stringer, 2004, p.66). Three main questions were carefully structured to achieve the interview aims. (See appendix IX for the English version of the interview and appendix X for the Arabic version). In addition, there was a final “catch all” question that asked the
respondents to highlight any other issues which they considered significant in the context of the research focus:
1. What is your initial response to TQM?
2. What are the barriers to implement TQM in the MOE?
3. What do you see as facilitating factors in the implementation of TQM in the MOE?
4. Are there any other issues you would like to raise?
The individual interviews allowed individuals to express their own views of the issues. The principal rationale of choosing a face to face interview includes the size of the group of the available interviewers, their in-depth knowledge of interviewing skills. Walford (1994, p.3) agrees that one of the reasons behind the increased number of policy studies which involve elites is clearly linked with the increasing lack of consensus and the rapid pace of change in education. In this context, interviewing offered a number of advantages. Interviews with individuals actively engaged in the policy process often provide the only access to information not otherwise available. The principal advantage of ‘Elite respondents’ in the specific context of this research project lay in the fact that interviewees aided in the real preferences and criteria related to decision making. Their views are very important as without their support, it would be difficult for the proposed TQM tree model to take place. As shown in chapter six the first principle of the proposed TQM Tree Model is the commitment to TQM by top management (more details about Elite interviews are to be found in chapter 10).
On the other hand the focus group interviews were more likely to be ‘group think’ and gathering collective ideas from the different groups of the stakeholders. Someone suggests an idea and this is a way of elaborated by other respondents and so richer ideas are generated. The format and approach chosen for these interviews was therefore aimed at facilitating a dynamic dialogue with a group of professionals, though they are not the principal decision makers, nevertheless have a prominent role of influence. Vaughn et.al (1999, p.5) summarize the core elements of focus group interviews as follows:
1. The group is an informal assembly of target persons whose points of view are requested to deal with a selected subject. In the case of this study the focus groups’ views about the implementation of TQM in the MOE were sought.
2. The group is small and is relatively homogeneous. In this study every group consists of 5 members and each group was homogenous; either internal or external stakeholders.
3. A trained moderator with prepared questions and probes sets the stage and induces the participants’ responses. The researcher conducted the interviews herself. She had the previously prepared open-ended questions with some probes from the preliminary analysis of the questionnaire.
4. The goal is to elicit perceptions, feelings, attitudes, and ideas of participants about selected topic. The interviews in this study are aimed to find the participants’ attitudes toward TQM and to elicit their ideas regarding the facilitating factors and obstacles to implementation.
5. Focus groups do not generate quantitative information that can be projected to a larger population. The aim in this study is to generate qualitative data.
While a semi-structured interview technique was applied, open-ended questions were used to follow leads and introduce new questions. Open-ended questions allow flexibility into the interview situation: deeper probing of answers, clarification of misunderstandings and testing of what the respondents truly believe.
One of the most appropriate steps in conducting an interview is the method of recording the responses. The choice lies between note taking, either during or after the interview, or tape-recording and transcription (Reid, 2006, p.30-31). The researcher used note-taking in order to give interviewees a sense of ease and encourage them to talk freely. This is especially because of the previous experience of the researcher with interviews with similar participants2. When note taking is used in the interview, it is more natural and flows
smoothly. However, when the interviews are recorded it becomes more formal and participants think deeply before speaking and keep their eyes attached with the tape- recorder. Reid (2006, p.30) points out that it is important to ensure that note taking is as unobtrusive as possible and does not hinder the flow of the interview. The researcher allowed about 30 to 50 minutes after each interview to complete the notes.
The atmosphere in the interview was fairly relaxed and comfortable with minimal distractions from phone calls or interruptions. Building up a sense of trust and rapport between the interviewer/researcher and the respondent is a necessary part of the interview process. Through good eye contact, nods of assent and murmurs of agreement, the researcher encouraged the respondents to express themselves freely. Moreover, the interviewer made sure that she controlled the interview carefully and flexibly. In other words, the researcher assured that the agenda was covered without duplication or omission
2 The researcher conducted an earlier study in the MOE which involved interviews with staff from these groupings.
of main elements. The researcher had to keep an eye on the time and move naturally from one question to the next, listening carefully to the answers, seeking explanation or clarification when necessary.
The interviewees were cooperative with the researcher, believing that the findings would provide valuable input into MOE’s future development. They had a clear understanding of the researcher’s task and were willing to give time and assistance. Most of the people who were contacted agreed to participate in the study and gave freely of their time. An interview schedule was drawn up and slight changes made according to the interviewees’ diaries. Then interviews were carried out during visits to each respondent.
Each interview lasted between30 to 50 minutes. Five to ten minutes were spent in outlining the background of the study and discussing how the data would be used.
As the interviewer was herself a member of the internal stakeholders, she shares some background with some participants. However, the researcher was as fair as possible and used her experience only in the planning for the data collection. Moreover, it was clear in the covering letter the aim of the study and how the data will be used.