=================================================================

If you thought I was suggesting that an interviewee should fabricate a story that the interviewer wants to hear, I'm glad you've given me an opportunity to clarify my point.

Having the "right" answers in an interview means telling truth about your background. If you're smart, it also means describing your past experiences and accomplishments that could be applied to the future job.

The interviewer has a clear picture of the job - and its occupant - completed puzzle with the necessary qualifications painted on each piece.

Applicants who don't prepare get into trouble because they don't take the time to imagine what that puzzle looks like to the interviewer. They haven't examined their own past job performance and jotted down past accomplishments that would fit the interviewer's picture of what is needed. Employers expect this 'cramming' for an interview. If you've made no attempt to prepare, you don't appear very interest in the job.

A good interviewer will use many different kinds of questions to see if you're a good match for the job. As you suggest, "What would you do if . . ." questions are very useful in an interview. The employer can examine how you would analyze the problem, assemble resources and involve other people.

However, "what if" questions can be difficult to ask without giving away the answers. In addition, applicants often feel they're at a disadvantage when answering a general question like, "What would you do if you had a problem employee?" Because they can't possibly know the employer's policies, culture, cast of characters, and internal obstacles.

However, interviewers who ask about a typical situation relating to specific technical requirements or knowledge are likely to learn valuable information about a candidate.

Your second observation regarding ownership of a decision is right on the nose. I object to the manager who blames his own distasteful decisions on "top management."

Every manager has been in the position of having to carry out a decision with which he or she didn't agree.

The manager must walk a fine line, however. If he disagrees openly, his employees may feel they have permission to sabotage the decision. They may even feel obligated to side with their boss. As you suggest, an open discussion about why the decision is necessary will help employees understand and accept it. In fact, your example is excellent.

Thanks for your comments.