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trying to force the information out of him. The interviewer's only recourse is to try to understand why this person doesn't want to cooperate, accept that reason, and attempt to understand what he is willing to tell you.
Finally, there is the problem of what the interviewer does when there are innumerable "long pauses" during an interview. The pause is frequently a rather unnerving experience for an interviewer. It goes without saying, however, that when an interviewer successfully has transferred the responsibility for rrying the interview to the interviewee, the latter is more inclined to "feel" the pauses and to fill them himself. On the other had, when an interviewer shows by his attitude that he is "in charge," the interviewee will feel that it's the interviewer's job to keep the conversation going, not his; such an interviewer usually finds it is he who has to keep going and, consequently, there will be pauses. In general, it might be stated that when long pauses become frequent, the interviewer can try the following, in the order given:
a. Wait out the pause, for the interviewee may only be thinking of what to say next. By waiting out pauses, the interviewer also reinforces the fact that he wants the interviewee to carry the ball.
b. If the pause becomes too long, try and restate the essence of the interviewee's previous comments as follow:
"If I understand correctly what you have been saying, you think that fatigue is a real problem."
Such a response invariably stimulates further comment, and, furthermore, it demonstrates that the interviewee is really being understood.
c. It may be necessary to reflect the difficulty which the interviewee is having with some responses like the following:
"It's sort of hard to pull these incidents out of the past in a few minutes, is that right?"
d. Finally, it may be necessary to proceed to the next question after trying one final attempt such as:
"You've sort of exhausted that topic, as far as you're concerned, eh."

Arranging the Interviews
The responsibility for arranging interviews will have to be assumed by the supervisors of interviewers or in some cases by the interviewers themselves. Some of the larger airline companies will have been contacted by members of the staff of A.I.R. Even where this has been done, however, word of the project may not have gotten down to regional offices or turn-around points for these companies.