The P.E.A.C.E. acronym stands for Preparation and planning, Engage and explain, Account (Clarify and challenge), Closure, and Evaluation. This interviewing model promotes open communication and collaboration, making it excellent for no-blame investigations such as health and safety (H&S) or Just Culture investigations.
The P.E.A.C.E. framework ensures consistency and reliability in interviews. Following a structured approach, interviewers can systematically gather information, reducing the risk of missing critical details.
The methodical design of the P.E.A.C.E. model ensures that all relevant areas are explored. This comprehensive approach helps uncover both root and secondary causes of incidents, providing a thorough understanding of the situation.
The model encourages open communication, which is crucial in no-blame, Just Culture investigations. The perception of harsh or punitive interviewing can hinder cooperation and obstruct the discovery of root causes. The P.E.A.C.E. model helps interviewees feel comfortable sharing information by fostering a supportive environment.
Before the interview, familiarise yourself with the incident by reviewing documents and identifying specific information to explore. This preparation helps you formulate relevant questions and understand the context of the incident.
When you’re ready to start planning, consider questions like:
What do I need to understand from this interview?
How will this information help uncover the root and secondary causes?
What information is needed to assist the client in improving their H&S systems?
Also, remember that the right environment can make all the difference. Select a quiet, private space to minimise distractions and create a professional atmosphere. This will help maintain focus and ensure the interviewee feels comfortable.
While having a comprehensive interview plan can be handy, please don’t rigidly follow it at the expense of a free-flowing interview. We often miss critical information by concentrating on what to say next and not paying attention to what is being said.
Build rapport to alleviate the interviewee's anxiety. Explain the purpose of the interview—improving workplace safety, not assigning blame. This sets a supportive tone and encourages open communication. Expressing genuine empathy is also crucial.
Next, invite questions about the process to help the interviewee feel comfortable and informed about what to expect. Consider how you would feel if you were being interviewed. Authenticity is key here; insincerity can be easily detected. The interviewee won’t speak freely with someone they think is going through the motions.
As you move into the accounting phase, let the interviewee lead the conversation. Begin with open questions like, "Tell me about your role with the company” to help them get used to answering questions. Then ask, “Describe to me what happened” to allow the interviewee to provide a detailed account in their own words.
Encourage the interviewee to reconstruct the event mentally to aid recall, “Think back to the time of the incident.” Follow-up questions help clarify details and ensure key topics are addressed.
Adopt active listening techniques and summarise the interviewee’s statements to confirm accuracy and demonstrate that you have been listening. Avoid taking too many notes during the interview, as it can distract the interviewer and interviewee. Instead, focus on listening and engaging with the interviewee.
Use open-ended questions to expand on the interviewee’s account. People's memories can change over time. Just because someone can't remember something or tells a slightly different version than initially reported doesn't necessarily indicate anything suspicious. Similarly, it's important to seek corroborative evidence when a witness provides a statement of fact.
At the end of the interview, thank the interviewee for their time and contribution. This shows appreciation and respect for their input.
Next, outline the next steps in the investigation and answer any further questions that may have arisen during the interview. This helps manage expectations and provides clarity.
Exchange contact details to facilitate further communication if needed and then leave on a good note. You never know when you may need to contact the interviewee for further information or for a re-interview.
Review the gathered information post-interview to identify any further actions, such as interviewing others or obtaining additional documentation. Evaluate your performance by listening to the interview again.
Reflect on questions like:
Did I use too many closed questions?
Were any points unclear?
What did I gain from the interview?
Where does this information take the investigation?
Are there other people I need to interview?
What further information do I need to corroborate the account?
What could I do better in the next interview?
Did I make the interviewee feel comfortable?
Was my interview plan sufficient?
This evaluation will improve future interviews, ensuring a more effective and efficient process.
The P.E.A.C.E. model provides a robust, ethical, and successful framework for conducting H&S interviews. Its focus on fostering open dialogue in a non-threatening environment supports a no-blame or Just Culture investigative approach, ultimately improving workplace safety. By following this model, interviewers can get the best outcomes for the investigation process and business they are working with.
Findex provides health and safety investigation services to organisations all around New Zealand. Our expert consultants are Licenced Private Investigators with extensive experience and qualifications including ICAM, NEBOSH and Association of Workplace Investigators certifications.
Findex also facilitates face-to-face health and safety investigation training. This training provides an overview of different types of investigations, regulatory requirements, best practice methodologies (including ICAM, PEEPO, and the P.E.A.C.E. model). It also provides practical guidance and resources to assist with investigation planning, witness interviewing, reporting, and continuous improvement.
The views and opinions expressed in this article are those of the author/s and do not necessarily reflect the thought or position of Findex.
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February 2025
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