C.I. Interview and Elicitation PDF

INTERVIEW An interview is a conversation between one person and another or others, designed to gather facts and clarify issues. It is by far the most widely used and the most productive of all information-gathering techniques. Through the interview, the questions as to what happened,...

INTERVIEW An interview is a conversation between one person and another or others, designed to gather facts and clarify issues. It is by far the most widely used and the most productive of all information-gathering techniques. Through the interview, the questions as to what happened, where it happened, when it, why it was done, and how, are answered. If properly handled, an interview becomes an accurate communication of information but if improperly handled an interview becomes a serious source of bias, restricting or disrupting the information flow. A security officer should have his purpose well in mind and hence, plan every aspect of the interview around that purpose. However, time and circumstances may preclude detailed interview planning in some cases. If possible pre- interview work should be performed even if it means postponing the interview. PLANNING THE INTERVIEW For a purposeful interview, a security officer should have a clear idea of questions to be asked  take notes only occasionally. Page 1 of 20   Carefully plan the time and place of the interview and avoid distractions caused by light, temperature, physical discomfort, noise, etc.  have enough background information on the interviewee.  sit where he can observe the interviewee properly.  consider whether these purposes are best served by one or several interviews. THE INTERVIEWER The interviewer should be alert throughout the interview to notice unexpected reactions. However, there are some barriers to a factual unbiased response, which the interviewer must acknowledge. These are:-  Memory: People recall what interests them, what they approve of, what they hate, and what they understand, the interviewer should note the exact facts as best recalled by the interviewee memory may be confused by other incidents, people, or items.  Emotions: The interviewee may be motivated by a desire to impress the interviewer. He may color his response because of a desire for personal rapport with the interviewer. Page 2 of 20   Language: This is another barrier that prevents the interviewee from communicating accurately because of limited verbal skills. He may be affected by his vocabulary accent or understanding of semantics and this may distort his replies. HOW TO INTERVIEW It is advisable to adopt the following methods during an interview:-  Observation: Observe the interviewee’s bodily tension, dejection, and excitement because they supplement his words.  Listening: A good interviewer is a good listener. We constitute a good listener. The absence of a response may easily be seen by the talker to reflect the absence of interest. Attention to important details of the interviewee not emphasized gives the stimulating feeling that the listener not only wants to but understands what is being said. However, the hasty interruption may leave an important part of the story forever untold.  Questioning: This is of primary importance in interviewing. Do not turn an interviewing place into Page 3 of 20  a Police Station or Court from where blustering or bullying questions are asked. Be friendly, for an interview is not an interrogation.  Talking: Generally, the interviewer’s commands, if any should be to encourage the interviewee and lead him on to explain further relevant issues.  Answering Personal Questions: At the end of every interview, the interviewee may ask his interviewer questions like: “What is your name? How old are you? Are you married? etc”. Remember to arm yourself with a good cover story. GUIDELINES FOR CONDUCT OF INTERVIEW i. Know Your Subject Matter ii. Establish Clear Objectives iii. List The Specific information Needed : This can include: - a. Answer to specific requirements; b. Basic intelligence or general information on the organization, members, and operations; and c. Other operational information and leads are needed. iv. Determine Type of Access : It is also necessary that the interviewer determine whether the interviewee has Page 4 of 20  direct or indirect access to the information. If indirect, determine the source of information and the reliability of the source of information; v. Understand Motives : It behooves the interviewer to understand the motives behind the decision of the interviewee to cooperate. The motive could be any of the following: - a. Interest in nation, ideology, or principle; b. Money for self or family needs; and c. Ego etc. Also, the interviewer should analyze the source's biographic data lifestyle. vi. Beware : A paid informant may also be a fabricator who will try to weave a shining fabric of half-truths to enhance his or her importance (deception). vii. Intensity of the source’s emotions may significantly color their information, without their either intending or realizing it (particularly if the source has an intense hatred for the target); and viii. Remain flexible at all times. As an interviewer always plan everything including time, requirements, objectives, etc. but you have to be flexible. The interviewer should always focus on important topics or Page 5 of 20  areas and explore them fully. However, if vital information turns up on a new subject, the interviewer should focus on it. PREPARING FOR INTERVIEW There are various factors to be taken into consideration when an interview is envisaged. The factors to be considered include personal factors, setting questions styles, phases of the interview, etc. a. PERSONAL FACTORS : While preparing for an interview, careful consideration should be given to the selection of the interviewer. The considerations range from Age, and gender to other social factors of the interviewer. This is necessary because you want to achieve a good mix between the interviewer and interviewee. Given the above, while selecting an interviewer consideration should be given to the following: - i. Individual Rapport – is the interviewer a person who can establish rapport; ii. Personal Trust – is he a person who can be trusted; iii. Age – real or apparent age; and iv. Social Status – real or fake. Page 6 of 20 b. COVER USE DECISIONS : What cover are you going to use for the interviewee? Overt or Covert. A decision has to be made before the interview. i. Advantages of Overt Approach  Many citizens will want to help with investigations;  Citizens believe officials have good reason to ask for information;  Many citizens hate people who engage in illegal activities;  Lounge vs office setting - Generally our interviews are done behind desks; and  Distance from subject – The distance should not be too close to inconvenience the subject. ii. Disadvantages of Overt Approach  Some interviewees are engaged in other illegal activities other than those under investigation;  Some citizens fear any official questioning; and  Some fear retaliation.  Some fear compromise of the information given and source protection. iii. In selecting a cover, the interviewer could consider:  Appeals to solidarity/sympathy – the interviewer should identify with the interviewee; Page 7 of 20   Appeal to authority – show the interviewee that you represent the authority and can make things happen; and  Appeals to credibility – show the interviewee you are credible. c. SITE AND SETTING CRITERIA  Security consideration – the environment for the conduct of the interview must be secure; and  Atmospherics – a good atmosphere must be set. This involves food, drink, good lighting, and toilet facilities near etc. The whole essence is to make the environment conducive for discussion. d. PHASE OF INTERVIEWING  Initial Phase – concentrate on critical time-sensitive information;  Intermediate Phase – get other information and follow-up information from the first phase; and  Final Phase – follow up on operational leads and non- time-sensitive items. e. SELECTION OF QUESTIONING STYLES The interviewer must determine before the interview how he would ask the question, and when and where would the questions be asked. While interviewing our source, the Page 8 of 20 questioning should be orderly and sequential. The questions should be prepared in order of priority. However, the interviewer should pay attention to the rapport and purpose of the interview. The questions should not be ambiguous but rather straightforward, open – questions should be asked. This does not preclude closed questions leading to a narrow line of questioning. INFORMATION VERIFICATION PROCEDURE During the interview, information is placed at the disposal of the interview. To verify the information obtained the following procedures may be applied where possible. a. Technical procedure (1) Subject the suspect to a lie detector test using a polygraph (2) Use a voice stress analyzer (SA) to detect lies through stress on the voice due to extra effort made by the subject to tell a plausible lie. These are however applicable to interrogation rather than to interviews. b. Surveillance: Both technical and human. c. Cross-check statements against other available records. Such records that could be used include: (1) Ministries/Departments Records Page 9 of 20 (2) Immigration and Customs Records. (3) Police Records (4) Other Intelligence Services Records. (5) SSS Records. Any of these could lead to the verification or falsification of information available on a case in issue. APPLICATION OF INTERVIEW The interview can be applied to related security functions like: (i) Vetting exercises (Reference, Neighbourhood interviews) (ii) Profiling interview (iii) During perception management sessions. (iv) Critical incidents debriefing. (v) Operational debriefing. (vi) Agents debriefing. (vii) While conducting BK, casing, or city studies. INTERVIEW REPORT WRITING FORMAT Generally, what is important about an Interview Report Format, is not the design or decoration, but that the arrangement/content must be easily understandable by any person apart from the investigating officer. There is no hard and fast rule about it, as various organizations have their Page 10 of 20  method of filing system. The under-listed format may suffice: i. Classification – (Top Secret or Secret- depending on the profile of the terror suspect). ii. Introduction: This will contain a peep into the tasking. The date of the tasking, the Authority for the tasking e.g. signal authorizing the interview or directing the Interview Allegation or acts leading to arrest. iii. Objective iv. Body of the interview a. Method adopted – Discussion b. Time and Venue c. Items used visual recorder, bugs, etc. d. Issues raised. v. Findings and Deduction vi. Conclusion vii. Recommendation – Prosecution, remand, further arrest, further raids, and/or seizures of co. suspects etc. ELICITATION INTRODUCTION Elicitation is a technique whereby information of value is obtained through a process of direct communication in Page 11 of 20 which one or more of the parties involved are unaware of the specific purpose of the conversation. Elicitation is a planned and systematic process requiring careful preparation. Elicitation is the technique of acquiring operational or intelligence information during a conversation with a person (or more), who is not aware that the elicitor’s real interest is collecting information of value from him. It can also be defined as a way of gaining information through direct communication where one or more of the involved parties is not aware of the specific purpose of the conversation. From the above definitions, the main characteristics, of elicitation are as follows:  The person providing information is not aware of the true reason for, or the extent of interest in his information;  The elicitor has no control over his conversation partner (subject) or the situation during the elicitation;  Therefore, the elicited information usually consists of isolated fragments of information. Page 12 of 20 Comparing Elicitation Elicitation can be clearly understood when compared with other conversational means of acquiring information of value; an interview, a debriefing, and an interrogation.  In an intelligence interview, the conversation partner (often a witness or suspect not in custody) is cooperative and is aware that he is being questioned directly but under insignificant control.  In a debriefing, the conversation partner (often an operative or an informant) is cooperative and is aware of intelligence interest in him and that he is also under some degree of control;  In an interrogation, the conversation partner (a defendant) is already under arrest often uncooperative and the relationship is essentially hostile. However, the defendant is aware of the questioner’s interest and is under the questioner’s control often under accusation of having done something wrong or illegal.  Similarly elicitation may involve a cover story or pretext to explain why certain questions are being asked. E.g. A research project assigned by a professor to his students, or a term paper on a company, institution, etc. Page 13 of 20 Elicitation and Human Nature Elicitation is an art, science, and intelligence technique, used to exploit several fundamental aspects of human nature and human weaknesses. So elicitation thrives simply because of the following (human nature):  Most of us want to be polite and helpful so we answer questions even from strangers;  We want to appear well – informed about our professional specialty so we may be tempted to say more than we should;  We want to be appreciated and to feel that we are doing something important and useful. As a result we often talk more expansively (elaborately) in response to praise about the value or importance of our work;  As open and honest people we are often reluctant to withhold information, lie or be suspicious of other’s motives; Elicitation as a clandestine tool thrives on human weaknesses:  The enjoyment of, and sometime compulsion for, gossips. If the elicitor can establish a relationship of Page 14 of 20  exchanging confidences there are many who can not wait to tell him the latest gossip;  The need for recognition. The lonely, the neglected, the vain, the resentful and those with inferiority complex are readily receptive to anyone who plays up to them and make them feel important. Tactical flattery loosens many tongues.  The enjoyment of, and sometime compulsion for, gossips. If the elicitor can establish a relationship of exchanging confidences there are many who can not wait to tell him the latest gossip;  The need for recognition. The lonely, the neglected, the vain, the resentful and those with inferiority complex are readily receptive to anyone who plays up to them and make them feel important. Tactical flattery loosens many tongues. Elicitation Techniques There are two basic elicitation approaches:  Flattery;  Provocation. However, these two approaches can be used with the following variations: Page 15 of 20  By appealing to the ego, self-esteem, or prominence of the subject, you may be able to guide him into a conversation on the area of operation;  By insinuating that he is an authority on a particular topic. Talk to a subject as if he is an expert on the topic under discussion even if that is not the case. Praise the subject, his family, country, or profession when it can be done convincingly, but do not overdo it.  By adopting an unbelieving attitude. Be incredulous. Express disbelief that such a situation (fact, attitude) can exist and ask for proof. Subject may give away information to justify his position or allegation;  Disagree partially with facts or opinions expressed by the subject to keep the conversational ball rolling; do not disagree totally and do not agree;  If an elicitor wants confirmation of a specific piece of information, he may quote it as a fact to provoke confirmation or rejection (e.g. “no one in this State can make a decent fraudulent visa stamp” or attribute a statement to an uncheckable newspaper story, a book whose title he can not recall, or other such authority).  Use analogies or comparative situations, e.g. direct the conversation to a situation close to the topic of interest in Page 16 of 20  hopes that the subject will make the transition to the topic of real interest;  By offering sincere and valid assistance to the subject, it may be possible to determine his specific area of interest;  By exhibiting an air of mutual or common interest the subject may talk freely on the matter (the elicitor must have more than superficial knowledge of the subject matter) careless or overuse of this technique may give away more information than gained.  Use refreshments, food music, and other atmospherics to lower the subjects guard and make him more willing to reveal confidences (e.g. plying him with liquor or making him very comfortable);  Avoid arguments. Signs of Poor Elicitation Techniques The use of a poor elicitation technique may alert the subject that an elicitation is being conducted on him, as such, one or several of the following reactions may occur:  Subject may break off the conversation abruptly or under pretext; Page 17 of 20   Subject may confront the elicitor with the statement that “the desired information is none of his business”.  Subject may turn the table on the elicitor and ask pointed and direct questions in an attempt to clarify the reasons for the elicitors questions and sponsorship. Or the subject may undertake a skillful counter elicitation in order to try to ascertain the elicitor’s motives.  Subject may evade the elicitor’s questions by changing the topic or giving such vague and elusive answers;  Subject may suspect the elicitor’s true purpose (or know of his intelligence affiliation in advance) and supply the elicitor with deceptive material;  Subject fails to meet the elicitor or makes lame excuses. The Cardinal Rule of Elicitation Elicitation can be an extremely valuable intelligence tool and when practiced by a real expert, elicitation can be used to acquire very valuable and extensive information that is Page 18 of 20 not available in most other ways. However there is one cardinal rule for all elicitation which if broken will mean failure of the elicitation attempt, loss of the desired information and probably loss of future access to the subject from whom the information was desired. This cardinal rule of elicitation is simply THE ELICITOR MUST NEVER AROUSE SUSPICION THAT HIS CURIOSITY IS PROMPTED BY MORE THAN A CASUAL OR PERSONAL INTEREST. IN OTHER WORDS THE ELICITOR MUST NEVER APPEAR TO BE “FISHING FOR INFORMATION”. Advantages of Elicitation  It is a low risk activity;  It is hard for the target to recognize as an intelligence collection technique;  It is easy to deny any intentional wrongdoing;  It is just a pleasant conversation among colleagues or friends, acquaintances;  It often works to confirm or expand knowledge about sensitive program or clearer insight into a person’s potential, susceptibility on some issues. PREPARATION Page 19 of 20 Elicitation is always applied with a specific purpose in mind. The objective, or information desired, is the primary factor in determining the subject, elicitor, and setting for the elicitation effort. Once the subject has been selected based upon his access to, or knowledge of, the desired information, there are numerous areas of social and official interaction, which may be exploited for the setting. Prior to the approach, all available intelligence files and records, personality dossiers, and knowledge of other individual who have dealt with the subject in the past should be utilized in order to ascertain the individual’s background, motivations, emotions and psychological nature. Page 20 of 20