THEORETICAL AND CONCEPTUAL FRAMEWORK
4.5 METHODS AND DATA COLLECTION
4.5.3 Interviews
Interviews were the main source of primary data. Several reasons informed the decision to choose interviews. First, they provide an opportunity to obtain detailed information about the subject matter by permitting the researcher to investigate issues at great length and with more flexibility than would otherwise be possible using a structured questionnaire (Bless and Higson-Smith 2002). In addition, they allow the optimum use of time available. This was especially appropriate for this study given the normally busy schedules for executive staff and senior managers, as they are responsible for critical aspects in the organization especially at the time when transformation was underway. In addition, the face-to-face interaction made it possible to probe immediately and seek clarity where necessary. Because participants had the opportunity to elaborate, tell stories, provide examples, redirect questions and even contradict themselves, I gained a deeper understanding than would otherwise have been the case with most other sources of data. Interviews were open-ended and flexible in order to provide participants with the opportunity to determine for themselves the most important dimensions of their perspectives. In other words, interviews were made flexible because they allowed for dialogue, emergent phenomenon, and opportunities to probe.
To facilitate the interview process, an interview schedule (Appendix 3) comprising a series of themes to be addressed as well as suggested lead-in questions to ensure that the interviews produced relevant and comparable information was used (Charmaz
1991). Interview schedules are credited with the ability of allowing the researcher to reach different respondents more systematically and comprehensively by delimiting the issues to consider in each and every interview (Burgess 1991; Neuman 2000). In this way, the interview schedule ensured comparability across interviews and ensured that the focus of the interview was on themes relevant to the research (Kvale 1983). The interview schedule was adapted from past studies of organizational culture (Levinson et al. 1972), and further developed to include themes and issues with specific relevance to EKZNW, conservation in KZN and the respondents. The suggested lead- in questions were organized under different thematic headings. This arrangement was intended to facilitate the interview; it was not based on any expectation that the themes would prove to be independent or exclusive of one another.
Interview themes were identified from different sources including desk research and observations. They were based on the key aspects of an organization's strategic activities with respect to the inherent organizational challenge of internal integration and external adaptation. Schein and others have emphasized the need for interview themes to be related to the following:
• Environmental change: how are contextual changes regarding environmental sustainability and biodiversity in particular perceived?
• Stakeholders: who are the most critical stakeholders?
• Mission: what is the organization's core mission, its basic function in the larger scheme of things?
• Competencies: what are the organization's current core capabilities? Are these appropriate to environmental developments?
The above-mentioned themes served as a guide for more detailed questions. Each theme was introduced at every interview, but questions were not structurally followed as the interviews were carried out in a fairly informal and flexible manner, deviating from the
schedule if and when necessary, for example, when questions failed to attract 'interested' discussion, i.e. interest as shown by the respondents. Respondents were allowed enough time to express themselves at length - especially if they were addressing an issue in which they showed a lot of interest. Fascinating comments, metaphors and terms formed the basis for further probing and where necessary, were used as triggers for more discussion.
The above-explained process of observation, documentary analysis and interviews was underpinned by a series of encounters between myself as an outside investigator and various key informants, who either worked for the conservation sector or had some other relationship with the sector, for example, Board members and past employees.
Determining the basic assumptions at work was thus a joint effort. This technique reduced the risk of researcher subjectivity because an outsider cannot experience the meanings that an insider does.
Two sets of interviews were conducted. The first set involved those currently employed
1 Q
by EKZNW while the second set comprised non-employees . Both types of interviews were broadly focused to cover much ground, but focus varied depending on the issues raised by the respondent. In general, I constructed a detailed perspective from each respondent on issues directly concerning their line function or sphere of interest, for example, finances, human resources or conservation planning. In this way, all the interviews, while based on a broad template, were issue-focused in so far as they each addressed a dominant theme.
Organizing the interviews involved phoning the prospective respondents to make appointments. In all cases, I introduced myself, without going into details about the study1 . Occasionally, I spoke to personal assistants who helped to find suitable dates and times. Every effort was made to accommodate participants' needs in terms of time and
These included past employees - a former CEO and a former Director, three former senior managers, and three Board members. One of the Board members is a former employee. These interviews helped to provide a different perspective on the same issues as well as an external viewpoint about EKZNW.
The Research Co-ordinator had already indicated to them to expect a phone call from me to set up interview dates.
place. Most of the interviews were conducted in the participants' offices . This suited me as it permitted to the observation of artefacts. Additional interviews were held with middle managers at the recommendation of their superiors. This occurred where there was a need for further clarification on a specific issue .
With the benefit of hindsight, I can contend that all of the interviews were very positive and friendly. Respondents who seemed shy or initially reluctant to speak often opened up and told animated stories as the interview progressed. Respondents indicated that they enjoyed sharing their experiences, or that they were pleased to contribute their time to a study that might somehow benefit the organization in particular and conservation in general. I can also safely speculate that the organization's recent turmoil might have had some influence on the positive acceptance of the study.
Occasionally, respondents sought clarity from me on some aspects, even personal opinions on conservation. Under such circumstances, I always endeavoured to politely indicate that I preferred to hear their opinions as opposed to offering mine. I justified my position with the view that I did not want my opinions to unduly
influence the interview process. This was a challenging task because while focused on conducting the interviews successfully, I at the same time did not want to appear elusive or ignorant. Over time, I became more proficient in conducting the interviews, to the extent that the last interviews ran much more smoothly. The general quality of every interview, however, was basically determined by the respondents through their willingness to engage me on the issues that emerged during the interviews. Thus, there is no patterned variation in the quality of the interviews relative to when they were conducted.
Use of a tape recorder was made in view of the fact that note taking can be slow, less accurate and can reduce the possibility of quoting the respondents verbatim (Stroh 2000).
Before each interview commenced, I explained the imperative of anonymity and the
The one exception was due to problems with scheduling the interview.
21 This was a case of 'snowballing' sampling (Burton 2000).
merits of using a tape recorder which included the fact that it would expedite the process by keeping note taking to a minimum, for example, to record reminders of aspects to think about when transcribing. Since this study was predominantly qualitative, the need to use a recorder was compelling, as observed by Pile (1990: 217):
... an analysis of language can only be carried out with confidence if there is an entire record of a conversation. Hastily scribbled notes ... are not accurate enough to be used in this way.
Tape recorded-sessions provide the only viable data for this kind of analysis.
None of the respondents declined to have the interview recorded. The duration of interviews was from 30 minutes to 2 hours, the majority being just a little over 1/4 hours' long. In a few instances, respondents raised issues they could not confidently discuss but instead advised me to follow them up with a named colleague. Note taking was necessary for 'snowballed' issues.
Interview questions were based on issues raised from my observation of verbal, behavioural, and physical artefacts; from the data obtained from archival material and documents; and from meetings with people with an understanding of the conservation sector in KZN. Introductory questions were designed to generate information about a person's background and profession, general issues on conservation and perceptions about environmental change and how it is influencing the conservation sector. It was helpful to focus initially on problems of external adaptation and survival, internal integration, and basic underlying assumptions, around which cultural paradigms form.
Thereafter, the interview progressed onto less familiar topics and potentially contentious issues. As the interview progressed, probing, checking, and testing were used to confirm emerging issues.
Question order and probes were also critical to the study. Anticipated flow of the interview was the main guide to question order. The order was frequently revised in the light of the issues emerging from the particular interview. This meant addressing the issue being discussed first, and where necessary returning to earlier questions later. In this way, respondents led me toward topics they desired to talk about.
Arguably, this helped to create the comfort level required by respondents in every interview, which in turn facilitated dialogue. Question order was also amended based
on the participant's background and profession. For example, most of the respondents gave examples about issues they were involved with on a daily basis. It made sense to engage them on those issues so as to make the interviews much more focused. Since I spoke to each respondent in person, where necessary, it was easier to make follow-ups by email, telephone and in person. The face-to-face approach enabled probing and immediate follow-ups on responses. Probes formed a central part of the interviews as they presented opportunities to explore contradictions and inconsistencies as they arose or were noted. Probes included questions about the meaning of particular phrases and clarification about statements.
There is a downside to interviews as with all approaches to data collection (Burton 2002).
Weaknesses include high prospects of poor interpersonal communication by the researcher or the respondent. While interview guides may systematize interview content, they can vary significantly depending on the participants' areas of interest, expertise, communication style, and the rapport between the researcher and the participant.
Language problems can also diminish the value of interviews. Notwithstanding these disadvantages, for this particularly study, the advantages outnumbered the disadvantages, hence the decision to use interviews. Moreover, the subject matter itself demanded the use of interviews.