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Q U A L I TAT I V E R E S E A R C H C O N S U LTA N T S A S S O C I AT I O N 29 I know moderators who still don't like the idea of remote webcam research – they're used to reading body language and discovering the depth of experience they gain from face-to-face interaction. They are far more confident in their research skills than in their technical aptitude. Other moderators I know like the idea of remote webcam interviewing, but since they've not had ample experience with the technology, they lack confidence. As with any methodology, we all know there are pitfalls on the road to success. I spoke with several technicians, the ones who provide assistance each time a mod- erator uses an online platform, about the problems they see most often. They shared first-hand the issues that arise during the course of webcam in-depth interviews (IDIs) or focus groups – because they are witness to them. Here are a few things I've learned and some tips for paving the way to your success. These insights fall into two categories: the moderator's planning of the project and the recruiter's management of respon- dents' expectations. "By failing to prepare, you are preparing to fail." — Benjamin Franklin Problems Arise when the Moderator Doesn't Plan Accordingly Know how the technology works • Problems surface when moderators don't know how to use the platform. Sometimes moderators haven't spent enough time with the technology to acquire proficiency. Maybe they're com- fortable using Skype, Google Hangouts, WebEx, or GoToMeeting and they think they've got what it takes. But when some- one hasn't experimented with the platform enough and the webcam interview goes live, pressure can get the best of them. The moderator becomes frazzled and distract- ed from the main objective of the research. • Schedule demos and/or dry runs with the platform provider to guarantee your technical prowess (some vendors are happy to do this at no additional cost). You need to show your clients that you are knowl- edgeable and professional at all times – just as you would during in-person research. Test stimuli ahead of time • Stress occurs when uploaded stimuli don't load properly. Sometimes an upload- ed document opens without error on one computer, but doesn't on another. It is important to test all stimuli and test it as early as possible in the process to make sure no glitches occur. • Give clients a deadline for finalizing stimuli and work this into the project's planning. You need to prove to yourself that you are in control of the process and are ready to run with confidence. Allow enough time between groups/ IDIs for breaks and client interactions • Pressure mounts when the groups or interviews are scheduled back to back. Nothing is more distracting than being unable to meet physical needs like wetting a dry throat with a glass of water, using the rest room, or blowing your nose. You also have mental needs, such as consulting with clients between groups, jotting down a few quick notes and/or making revisions to your guide, and checking with your recruiter to make sure the respondents have "arrived" ready to work. What you do in between in-person focus groups is not always part of your plan when remote interviewing. • Establish a schedule that allows for breaks to meet physical and mental needs. You need to manage the day-of logistics, just as you would at a facility. Allow time during the interviews for participants' technical challenges • Tension grows when a respondent, no matter how savvy and carefully recruited, encounters technical problems on their end of the screen. Spotty Internet, a loose computer connection, or a dropped call from a cellular line all make for real-time frustrations that can't be anticipated and thus prevented. • Build time into your discussion guide to account for technical contingencies. That'll allow you to remain calm and patient as a participant works with tech- nicians to solve the problem. You'll need to manage the remote rapport in the interim, so allot a few extra minutes in your guide to do so. "When people know the reason things are happening, even if it's bad news, they can adjust their expectations and react accordingly." — Simon Sinek I magine taking on your next qualitative research project fully prepared to manage the pressure, the pitfalls, and the prob- lems you might encounter along the way. Now imagine that project involves remote webcam interviewing in the form of online focus groups or one-on-ones. Will you successfully make it to the finish line? By Karen Lynch n Karen Lynch & Associates n Fairfield, CT n Karen@KarenLynch.com "By failing to prepare, you are preparing to fail." — Benjamin Franklin

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