The SafetyPro Podcast
Education • News • Business
Using a Cognitive Interview Technique for Safety Incidents
Stop interrogating workers!
Guest contributors: BlaineJHoffmann
post photo preview

Workplace incidents are never something that employers and employees look forward to experiencing. However, they do happen, and it's important for everyone involved to understand what happened and how it happened, which will require you to interview those involved in the incident. So, it stands to reason you will want to ask the right questions correctly to elicit the most accurate information possible. A cognitive interview technique is one of the most effective ways to do this.

What is a Cognitive Interview Technique?

A cognitive interview technique is a method of questioning designed to encourage interviewees to provide as much detail as possible about an incident. It's called "cognitive" because it focuses on people's mental processes for remembering events. It is based on the idea that memory is constructive; our memories are not perfect representations of what happened but reconstructions of what we think we experienced.

There are several benefits to using a cognitive interview technique for workplace incidents:

  • Obtain Detailed and Accurate Information
    Cognitive interviews are designed to gather as much detailed and accurate information about the incident as possible. This information can help you understand what happened, how it happened, and how to prevent it from happening again. Cognitive interviews can help establish a consistent timeline and identify discrepancies in the accounts in cases with multiple witnesses to an incident.
  • Prevention
    Investigating workplace incidents is essential for preventing future incidents. By using cognitive interviews to gather information about an incident, you can identify its underlying causes and take corrective action to prevent similar incidents from happening in the future.
  • Continuous improvement
    Workplace incidents can provide valuable insights into other areas where improvements can be made. By using cognitive interviews to gather information about an incident, you can identify opportunities for improvement and implement changes to prevent related incidents from occurring in other processes or areas of the workplace.
  • Employee engagement
    Using cognitive interviews as part of the incident investigation process can also help engage employees. By encouraging employees to share their experiences and perspectives on the incident, you can demonstrate commitment to workplace safety, build trust with employees, and create a more robust safety culture.
  • Compliance
    In many industries, employers are required by law to investigate workplace incidents. Using cognitive interviews as part of the incident investigation process can help one meet legal requirements and comply with regulations. Thoroughly investigating workplace safety incidents and taking corrective action can demonstrate that the company is taking the necessary steps to ensure the safety of its employees, which can help reduce the likelihood of legal action being taken.

How to Conduct a Cognitive Interview

During a cognitive interview, the interviewer may use several techniques that encourage the interviewee to provide a detailed description of the incident. When conducting a cognitive interview, following a structured approach is essential. Here are some techniques for conducting a successful cognitive interview:

  1. Establish rapport with the interviewee: Before the interview begins, the interviewee should feel comfortable and at ease. Establishing rapport can help put the interviewee at ease and encourage them to provide more detailed information.
  2. Ask Open-Ended Questions: Open-ended questions encourage the interviewee to provide a detailed description of the incident. They should be asked in a non-leading way to avoid influencing the interviewee's memory.
  3. Free recall: In this technique, the interviewer asks the interviewee to provide a complete account of the event without interruption. This technique encourages the interviewee to recall as much detail as possible without being influenced by the interviewer.
  4. Mental reinstatement: This technique involves asking the interviewee to mentally recreate the context and environment of the event. The interviewee is encouraged to recall sensory details such as sounds, smells, and colors to aid in recalling the event.
  5. Change perspective: In this technique, the interviewee is asked to recall the event from different perspectives, such as from the viewpoint of another person present during the event. This technique can help to uncover new details and views on the event.
  6. Repeated retrieval: This technique involves asking the interviewee to recall the event multiple times. It can help consolidate memories and recall information that may have been missed in previous interviews.
  7. Timeline: This technique involves asking the interviewee to provide a chronological event timeline. This technique can help identify discrepancies or inconsistencies in the interviewee's event account.

These techniques are used in different combinations depending on the specific needs of the investigation. By properly using these techniques, investigators can elicit more accurate and detailed information about an event, which can be used to prevent future incidents and ensure workplace safety.

Pro Tip: Building Backward

One powerful twist to applying the timeline technique mentioned above is asking an interviewee to remember workplace incident events in reverse order. There are several benefits when asking someone to place events in an order they may not be used to recalling:

  • Encourages a Different Recall Method: Asking an interviewee to recall the events of an incident in reverse order can help stimulate a different recall method. Typically, people tend to remember events in the order they happened. However, asking them to recall events in reverse order can encourage them to think more deeply about the incident. It may highlight details they may have forgotten or missed when remembering events chronologically.
  • It helps to Identify Inaccuracies or Discrepancies in the Interviewee's Account: Recalling events in reverse order can help interviewers identify inaccuracies or discrepancies in the interviewee's account of the incident. If an interviewee's account changes or becomes unclear when recalling the events in reverse order, it may indicate that they are not being truthful or that their recollection of events is inaccurate.
  • Reduces the Impact of Preconceptions and Expectations: Recalling events in reverse order can help reduce the impact of interviewees' preconceptions or expectations about the incident. Interviewees may have biases or assumptions about the sequence of events, and asking them to recall events in reverse order can help mitigate these biases and ensure that the account is more accurate.

Overall, asking an interviewee to recall workplace incident events in reverse order can help investigators gain a more accurate and detailed understanding of what happened.

It is essential to remember that conducting a cognitive interview for workplace incidents requires proper training and preparation. Interviewers must understand the mental processes involved in memory and the various techniques used in cognitive interviewing to ensure the interview is adequate and accurate.

Tips for Interview Success

First and foremost, it's essential to approach the worker with empathy and understanding. Recognize that they may be feeling anxious, upset, or even traumatized by the incident, and make it clear that you're there to support them and help them get through this difficult time.

Here are a few other tips that can help make the worker more comfortable:

  1. Start by thanking the worker for their time and willingness to talk to you. Let them know that you appreciate their help in understanding what happened and how to prevent it in the future.
  2. Create a safe and confidential space for the interview. Choose a private location where the worker won't be interrupted or overheard. Let them know that anything they say will be kept confidential and won't be used against them in any way. Don't place an object, like a desk, between you and the interviewee - sit with them. Let them sit near the door and give them a comfortable chair - all of these things can make the space safer for them to relax and feel more at ease.
  3. Be respectful and non-judgmental in your tone and body language. Don't interrupt the workers or argue with them, even if you disagree with what they're saying. Show that you're listening carefully and taking their words seriously.
  4. Offer support and resources if the worker needs them. Depending on the nature of the incident, they may need medical attention, counseling, or other types of assistance. Let them know that you're there to help and that you can connect them with any resources they need.

These are not interrogations, where you have evidence that they have done something wrong and need them to confess. They can help you learn how work happens so you can look for opportunities to improve together, so the event does not happen again. - Blaine J. Hoffmann, MS OSHM

Remember, the goal of the post-incident interview is to learn from what happened and prevent it from happening again. By approaching the worker with empathy and understanding, you can help them feel more comfortable and willing to share their experiences and insights.

Conclusion

In summary, cognitive interviews are an effective tool for investigating workplace incidents. By using cognitive interviews as part of your incident investigation process, you can improve the accuracy of your investigations, prevent future incidents, comply with legal requirements, engage employees, and continuously improve your workplace safety programs.

Blaine J. Hoffmann, MS OSHM has been in the occupational safety and health industry for over 28 years and is the author of "Rethinking SAFETY Culture" and "Rethinking SAFETY Communications," which are available now. Blaine is also the producer and host of The SafetyPro Podcast and founded the SafetyPro Podcast community site.

community logo
Join the The SafetyPro Podcast Community
To read more articles like this, sign up and join my community today
2
What else you may like…
Videos
Podcasts
Posts
Articles
Coffee Topic: More Cal/OSHA Fun...

Happy Wednesday! Check out this story. Can you imagine a scenario where ANYONE can grant OSHA access to your site? 👇

00:08:37
Coffee Topic: When is your safety fix good enough?

Happy Tuesday! Ok, here is another one for you...👇

00:11:25
Coffee Topic: Rental Scooters! Ugh

Happy Monday! Here is my old man rant for this week. Let me know what you think. 👇

00:05:04
California Outdoor Heat Illness Regulations: Key Measures for Summer Heat Inspections

This Ogletree Deakins podcast episode delves into the California outdoor heat illness standard, focusing on implementation and Cal/OSHA enforcement.

Kevin Bland and Karen Tynan discuss effective outdoor heat illness training practices for supervisors and employees, the benefits of onboarding training, and water and shade access requirements, and also offer best practices for employers implementing high-heat procedures.

California Outdoor Heat Illness Regulations: Key Measures for Summer Heat Inspections
Dirty Steel-Toe Boots, Episode 10: Corporate Counsel’s Role Managing OSHA Compliance

In this episode of Dirty Steel-Toe Boots, host Phillip B. Russell has an enlightening conversation with Lori Baggett, an in-house corporate counsel with responsibility for legal issues related to workplace safety and health and Occupational Safety and Health Administration (OSHA).

Lori discusses how her experience as a former outside counsel helps her add value to her role as vice president and assistant general counsel. She offers practical tips for in-house counsels responsible for OSHA matters, including those with limited experience in this area.

Lori also shares some tips for in-house safety professionals on best working with their legal departments to improve safety and manage liability. Phillip and Lori have a candid and insightful discussion about diversity, equity, and inclusion in the legal profession.

Dirty Steel-Toe Boots, Episode 10: Corporate Counsel’s Role Managing OSHA Compliance
EP 116: Safety and the Younger Workforce

A comprehensive public health strategy is needed to protect younger workers, Centers for Disease Control and Prevention researchers say after their recent study showing that the rate of nonfatal on-the-job injuries among 15- to 24-year-olds is between 1.2 and 2.3 times higher than that of the 25-44 age group. Have a listen and join in on the conversation - what has been your experience working with younger workers and safety?👇

EP 116: Safety and the Younger Workforce
NEWS: FEMA (as we know it) Will Go Away After Hurricane "Season"

CNN — "President Donald Trump said Tuesday that he plans to phase out the Federal Emergency Management Agency after this year’s hurricane season, offering the clearest timeline yet for his administration’s long-term plans to dismantle the disaster relief agency and shift responsibility for response and recovery onto states.

“We want to wean off of FEMA, and we want to bring it down to the state level,” Trump told reporters during a briefing in the Oval Office, later saying, “A governor should be able to handle it, and frankly, if they can’t handle it, the aftermath, then maybe they shouldn’t be governor.”

Trump added that the federal government will start distributing less federal aid for disaster recovery and that the funding will come directly from the president’s office."

The SPP Take: FEMA has gotten bloated to the point that it has become a bureaucracy, resulting in major failures to provide disaster resource allocation and FUNDING. That's right - FEMA was, in essence, a ...

QUIZ: Minimum Age to Operate a Forklift on a Farm

It's National Forklift Safety Day, so let's test your forklift knowledge!

What is the standard minimum age to operate a forklift when working on a non-family-owned farm (not owned or operated by your parents)?

post photo preview
NEWS: August Egg Company Recalls Shell Eggs Because of Possible Health Risk

August Egg Company of Hilmar, CA is recalling 1,700,000 dozen brown cage free and brown certified organic eggs, because they have the potential to be contaminated with Salmonella, an organism which can cause serious and sometimes fatal infections in young children, frail or elderly people, and others with weakened immune systems.

https://apnews.com/article/salmonella-outbreak-eggs-cdc-c521525f7af5d5abe50c62c98b1e082c

post photo preview
post photo preview
Protesting and Demonstrating Safely
What Safety Professionals Need to Know

Introduction: Why This Matters Now

In today's tense social and political climate, workers across all industries are increasingly finding themselves involved in or near public protests. These events may be rooted in calls for justice, policy changes, or labor rights, but they can also occur quickly, with little warning, and sometimes escalate into unsafe situations. As safety professionals, we often find ourselves offering support for off-the-job safety and, in this case, understanding the realities of public demonstrations, protests, and the legal and physical boundaries that accompany them.

With news cycles spinning at full speed and emotions often running high, many workers have legitimate questions about their rights and responsibilities. Can they protest? Where? What happens if the situation turns volatile? More importantly, how can safety professionals engage in clear, respectful, and legally informed conversations with workers to help them protect themselves without discouraging their civil participation?

To do this, we must first provide the necessary context for understanding the First Amendment's protections, clarify common misconceptions, and give you practical talking points to help your teams navigate these complex situations.

What the First Amendment Protects—and What It Doesn't

The First Amendment of the U.S. Constitution protects the right of individuals to peaceably assemble, which means they can gather in public to express their views without fear of government retaliation, as long as the assembly is nonviolent. This right typically applies to traditional public forums such as sidewalks, parks, streets, and public plazas. However, the government can impose reasonable restrictions on the time, place, and manner of protests as long as those rules are content-neutral, serve a legitimate public interest (such as safety or order), and leave open alternative channels for expression. For example, cities may require protest permits to ensure public safety and traffic flow, and it is legal for them to do so.

This constitutional protection does not extend to violent gatherings, riots, or demonstrations that damage property or obstruct critical public functions. Protesters do not have the right to block streets, traffic, or access to government buildings unless local authorities permit such actions. Likewise, they cannot protest on private property without the owner's consent. Participation in unlawful activity—even within a larger peaceful protest—can result in arrest or other legal consequences.

Several key Supreme Court cases clarify these boundaries. In Cox v. Louisiana (1965), the Court upheld restrictions against protests that block public access to government functions. To quote from the decision:

"The constitutional guarantee of liberty implies the existence of an organized society maintaining public order, without which liberty itself would be lost in the excesses of anarchy. The control of travel on the streets is a clear example of governmental responsibility to insure this necessary order. One would not be justified in ignoring the familiar red light because this was thought to be a means of social protest. Nor could one, contrary to traffic regulations, insist upon a street meeting in the middle of Times Square at the rush hour as a form of freedom of speech or assembly. Governmental authorities have the duty and responsibility to keep their streets open and available for movement. A group of demonstrators could not insist upon the right to cordon off street, or entrance to a public or private building, and allow no one to pass who did not agree to listen to their exhortations."

In Clark v. Community for Creative Non-Violence(1984), the Court supported limits on protest locations when the rules were content-neutral and preserved the public's use of the space. In 1982, the National Park Service issued a permit to Community for Creative Non-Violence (CCNV) to conduct a demonstration in Lafayette Park and the Mall, which are National Parks in the heart of Washington, D.C. However, the Park Service, relying on its regulations, particularly one that permits "camping" (defined as including sleeping activities) only in designated campgrounds, no campgrounds having ever been designated in Lafayette Park or the Mall, denied CCNV's request that demonstrators be permitted to sleep in the symbolic tents.

The regulation forbidding sleeping meets the requirements for a reasonable time, place, or manner restriction of expression, whether oral, written, or symbolized by conduct. The regulation is neutral regarding the message presented and leaves open ample alternative methods of communicating the intended message.

Ward v. Rock Against Racism (1989) further affirmed that time, place, and manner restrictions are valid if they are narrowly tailored and do not target the content of the protest. Rock Against Racism was a performance group seeking to use the bandshell pavilion for a concert. New York City imposed regulations on the use of the bandshell in Central Park, seeking to control the sound volume of concerts there. The City provided sound amplification equipment and a sound technician for the performers to use, and they were required to use them. There was no substantial burden here since the concerts could continue with adequate equipment, and the restriction was content-neutral. It was justifiable for the City to prevent the sound from interfering with people in quieter surrounding areas.

Meanwhile, Adderley v. Florida (1966) clarified that the government can prohibit protests on certain public properties—like jails or military installations—that are not traditionally open to the public. A group of students was protesting on a nonpublic jail driveway, which they blocked to demonstrate against their schoolmates' arrest. The sheriff advised them that they were trespassing on county property and would have to leave or be arrested. The demonstrators refusing to leave were then arrested and convicted under a Florida trespass statute. The protestors claimed that their convictions deprived them of their "rights of free speech, assembly, petition, due process of law, and equal protection under the laws" under the Fourteenth Amendment. The Judges found that there was ample evidence to support the protestors' trespass convictions for remaining on jail grounds reserved for jail uses after they had been directed to leave by the sheriff. There was no evidence that protestors were arrested or convicted for their views or objectives. Furthermore, they affirmed:

"The rights of free speech and assembly, while fundamental in our democratic society, still do not mean that everyone with opinions or beliefs to express may address a group at any public place and at any time. The constitutional guarantee of liberty implies the existence of an organized society maintaining public order, without which liberty itself would be lost in the excesses of anarchy. . . . A group of demonstrators could not insist upon the right to cordon off a street, or entrance to a public or private building, and allow no one to pass who did not agree to listen to their exhortations."

Putting it into Practice

For safety professionals, it's critical to understand and communicate this balance. Workers should be encouraged to express themselves lawfully and peacefully. Still, they must also understand the limits of their rights and the potential legal and safety risks associated with their actions. Participating in protests on public sidewalks or in designated areas is typically lawful, provided they do not block traffic or access to buildings. Remember, the general public has a right to freedom of movement that the police will protect.

Disorderly conduct is the most frequently cited violation that can land a protester in legal trouble. Here are just a few examples of unprotected disorderly conduct that might arise at a protest:

  • Blocking/preventing access to abuilding
  • Disrupting normal official business/operations
  • Harassing someone by blocking their free movement in a public way, such as roads and sidewalks
  • Forcing the public to listen to an unwanted message (not letting people pass)
  • Fighting words
  • Making noise in a residential neighborhood in violation of local ordinacnes
  • Disrupting a government hearing by standing and shouting in the hearing room

It's also important to respect local laws and ordinances, including any curfews or permit requirements that may apply. Workers should be reminded that their actions during protests can have personal and professional consequences, especially if they engage in illegal conduct or violate employer policies, such as participating while wearing company uniforms or during paid work hours.

A practical way to convey this message might be:

"We fully support everyone's constitutional rights, including the right to peaceably assemble. If you choose to protest, please do so safely and lawfully. Stay in public areas that are open to assembly, avoid blocking streets or entrances to public buildings, and follow lawful police instructions. Your voice matters—and so does your safety."

Helping workers understand these nuances allows safety professionals to maintain a respectful, informed, and safety-focused dialogue during turbulent times, protecting both individual rights and worker safety. Remember:

  • Blocking Entrances and Traffic: Protesters can be arrested for blocking building entrances or obstructing pedestrian and vehicle traffic, as these actions directly interfere with the public's right to use public spaces. Interference with government functions can be a federal offense, which includes obstruction with the intent to disrupt or impede government business.
  • Permit Requirements: For larger demonstrations that may require street closures or special accommodations, obtaining a permit is a common requirement to help manage traffic and logistics without preventing the protest itself.
  • Noise Regulations: The government can regulate the use of sound amplification devices to prevent excessive noise that would disrupt normal operations.

Conclusion: Leading with Clarity and Compassion

Protests are not new, but the way we engage with them as professionals must evolve. Whether due to social media influence, lack of civics education, or local officials tolerating illegal behavior, many protests today can easily violate the law. The First Amendment is often invoked to justify forcing others to listen to a message, restricting their freedom of movement, or even destroying property - this is not protected speech. More often than not, the speech (the overall message) is not the issue; rather, it is an issue with the right to peaceable assembly, a part of the First Amendment that is often overlooked or misinterpreted.

Whether your team members are directly participating in demonstrations or may encounter them during work-related travel or commuting, you need to provide clear guidance that respects both their rights and their safety. As a safety leader, your credibility rests not just on knowing the law but on being able to translate that knowledge into calm, practical advice during moments of uncertainty.

Encourage lawful, peaceful participation where appropriate. Make sure your workers understand where those boundaries lie—and where the risks begin. Most of all, create an environment where they feel comfortable coming to you with questions, knowing that your goal is not to control or stifle but to support and protect.

Helping people stay safe sometimes means knowing when to step back and when to speak up. Let’s make sure they’re equipped to do both.


Blaine J. Hoffmann, MS OSHM
Blaine J. Hoffmann, MS OSHM

Blaine J. Hoffmann, MS OSHM, has been in the occupational safety & health industry for over 28 years and is the author of Rethinking SAFETY Culture and Rethinking SAFETY Communications. Blaine is the producer and host of The SafetyPro Podcast and founded the SafetyPro Podcast community site.

Read full Article
post photo preview
The Leadership Shadow
Leading by Example - Leaders Eat Last

Summary of Key Point:

People don’t follow words; they follow actions. A leader’s behavior creates the foundation of the team’s culture. If you expect accountability, trust, and excellence, you must embody those values yourself. By consistently demonstrating the behaviors you want to see, you establish trust and set clear expectations without relying solely on directives or policies.

Application in Your Life:

Leadership by example means embracing the habits and attitudes you wish to see in others. For example, if you want your team to prioritize safety, ensure you’re always following safety protocols yourself—even when it’s inconvenient. If you value open communication, regularly share your own thoughts and listen actively when others speak. Over time, your actions become a benchmark for the team, shaping their daily decisions and attitudes.

Reflection Points:

  1. How closely do my actions align with the values I talk about?
  2. Are there instances where I’ve sent mixed signals through my behavior?
  3. What’s one small change I can make today to better model the values I expect from my team?

Teaching Approach:

  • Explain the Concept: Use the “parent-child” analogy—children watch their parents’ actions more closely than they listen to their words. In the same way, team members internalize the behavior their leader demonstrates.
  • Activity: Ask participants to identify a specific behavior or value they want their team to adopt, such as punctuality, attention to detail, or respectful communication. Then have them outline one practical way they will consistently model that behavior in their daily work.
  • Follow-Up: Encourage participants to track their efforts for a week and note any changes in their team’s behavior, sharing observations in the next meeting. This can lead to a group discussion on what worked, what was challenging, and how modeling behaviors can create lasting cultural shifts.
Read full Article
post photo preview
Daily Leadership Topic: The Johari Window
Building Self-Awareness Through Feedback

Summary of Topic:
The Johari Window is a tool that helps individuals understand themselves better through feedback and self-disclosure. It’s divided into four quadrants:

  1. Open Area (known to self and others) – What you’re aware of and others see too.
  2. Hidden Area (known to self but not others) – What you choose not to share.
  3. Blind Spot (not known to self but known to others) – What others see but you don’t realize.
  4. Unknown Area (not known to self or others) – What hasn’t yet been discovered.

The goal is to expand the Open Area by giving and receiving feedback, fostering trust, and promoting personal growth.

Application in Your Life:
Identify a trusted colleague or mentor and ask for constructive feedback. Start by sharing something about yourself (reduce the Hidden Area) and ask for insights into how you’re perceived (reduce the Blind Spot). Over time, this transparency improves communication and strengthens relationships.

Reflection Points:

  1. What’s one piece of feedback I’ve received that helped me see my blind spots?
  2. How can I create a safe environment for open feedback with my team?
  3. What steps can I take to increase the Open Area and improve my self-awareness?

Teaching Approach:

  • Explain the Concept: Use a simple analogy—like cleaning a foggy mirror, honest feedback helps us see ourselves more clearly.
  • Activity: Have participants pair up and share one strength they feel confident about and one area they’d like feedback on. Then, discuss how the Johari Window helps them expand their Open Area.
  • Follow-Up: Encourage them to seek feedback regularly and track how it impacts self-awareness and performance over time.
Read full Article
See More
Available on mobile and TV devices
google store google store app store app store
google store google store app tv store app tv store amazon store amazon store roku store roku store
Powered by Locals