Good day. Welcome to lesson four questioning strategies. This is a very, it's a very important, they're all very important. So each one is just as important as the other. This one is particularly important because understanding questioning techniques, and then how you can build on with the strategies gives you a whole bigger picture on your questioning capabilities. So we have some aims to build on the question in lecture.

So the previous one questioning techniques to focus on the application of questioning. And the reason why we do that, in particular, when we have two lessons on this is because this is extremely important. As I've said, I think on the introduction, all the others are great. You need rapport. But if you can't ask the right questions to get the right information, then It's, it's pretty much a waste of time. So something you have to practice, you can practice every time you speaking, someone asked that extra question.

Find out that little bit more detail. Don't just switch off and hope they'll stop talking soon. Ask questions. And then as you're asking questions, start to build a little bit of rapport as well. And the lessons to come. And the body systems and the tactics and cues, use those skills, not just watch for them on your source, but use them yourself to help you build rapport.

So it is all an interlocking bunch of techniques, but the most important are getting the information for people so the questioning and how this helps you structure your debrief logically, which means you're not just going in to talk to someone or you're not just going online to talk to someone randomly You've got a plan. So it means you have to start thinking about it beforehand. You have to say, Okay, I'm going to give the first five minutes up to building rapport. Hi, how are you? How's your family? What are you doing?

How's the job and so on so forth. Then you're going to start asking about how did you get the information where the information come from? And did you get the information? And then you go straight into your direction? What are the key bits of information you're looking for your source to answer? So you've got a logical plan, and then at the end, there's a wrap up, finish.

So you continue then switch to rapport and say, Okay, well, this has been great. It's been very valuable. You do whatever you need to do to make them feel good. You may have additional tasking for them. So for next week, we would like you to go out and find find out a bit more about a, b, and c. But if you get information on what we've just been talking about, And then feel free to pass that on. And we'll have the meeting the same time, the same place.

Make best use of your available time. establish that right at the start. How long have you got to speak because sometimes they may just want to speak to you five minutes before their dinner time or 10 minutes before they go out. They won't tell you that unless you ask. And they'll come as a surprise to look at their watch and go, Oh, I've got to go. Just remember I've got the movies.

So ask them and then make best use if they've only got 10 minutes and you were hoping for 30 then make best use of that time. And this will teach you how to make best the best effect than the questions used. So that means pretty much it will drill down to get the answers you won't be wasting time asking random questions, you'll be going straight to the heart of the matter. To be able to use that question use questions to the best effect you'd be asking the right questions. So not only will you be discussing a car, you'll be asking What color was it was the registration number, what was the mate was and what you'll be getting some good detail because that may be valid depending on what you've been looking for. And it means that you'll be able to get more information from your source.

As I said in the introduction, you're not only drilling them for information you're training them, so they're becoming more efficient. So when they're gathering the information, they're gathering the right information when they're coming to the meetings or they're, you're online with them. They're giving you that packet of information in the way that you want it. Remember, I mentioned the 24 hour clock as an example. So they're giving you the information, the whole meeting becomes a lot more efficient. They it makes it easy for them to gather information, makes it easier for them to pass it on and makes it easier for you because you're not asking so many questions.

When they come in and you ask them for a quick wrap up around up what What they've got, they will give you the detailed information, but it's all part of the training process. So we're going to be looking at some approaches, strategy, a tree of knowledge. I was gonna say itself expansive is really not. So there's one reasons why we're going to go a little bit more detail timelines and descriptions. So different types of approaches direct, indirect, or oblique more of a French term, or a combination of direct and indirect. Direct is what did you do yesterday?

Simple enough. It's getting to the point and asking the question. There may be times when you want to, you want to cloud or cloak your your information requirements. So you may have to be a little bit more indirect. So you may ask Same question, but what did you do yesterday? Tell me about what you did.

And ask them right from the start know what time did you get up? What did you have for breakfast? So you started to right from the very start, ask them questions about their day. And at some critical point, they will give you the information maybe or you have to drill down a little bit further, rather than saying, All right, what did you do at 12? o'clock? Yesterday?

Who did you meet with? So you can cloud it by saying, look, tell me about your week. What do you do Wednesday, we do Thursday, we'll do Friday, we'll do yesterday. Another way of being indirect. So direct, as demonstrated use the open questions. The occasional closed one for remember we use these terms on the previous lesson.

I'm so direct Could be, what sort of car do you drive? Now give you an example. And it will be maybe one part of the information. It's a Ford. Okay, then you can switch to close questions. Is that a Ford Fiesta?

Yes or no? Okay. Yes, right? Is it red? Now? Of course the better way of asking the question is what is the color?

So when you're looking at more indirect questions that are not necessarily pertinent, as I said, you may want to cloud what the what the actual question is, I going out to the flanks or out to the sides and asking general questions that are both open and closed. But you may not want to give away the information required. So you may not want to give away the information that you're trying to find out what car is driving So you can say, indirectly Tell me about your weekend. Well, your kids were home. How did you get there? Oh, you drove?

How many kids have you got again? Right? And you went 20 to go to this place? And what sort of car do you have? Okay, what color's that? Oh, they're good cars.

Yeah. And where else did you go? And you carry on with the conversation as though he hadn't actually answered your information required carry on. But obviously, the direct is the most simple, simplest form, indirect you may be using with people that aren't established sources, or you have a really serious information requirement that you don't want to give away. combination. You may use indirect questioning until you get to the interest area.

And it may be that you asked what did you do it the weekend and they'll give you a long spiel about we did all this this and then you say, Okay, what about that? This particular point here, and then you start to get direct. And then you start to use the tree of knowledge, which is something we're going to be talking about soon. Here's a lot of nonpartisan question to build and maintain rapport. And that could be like I've said, you use questions about the family. Talk about the car, if we're talking about the car, oh, yeah, they're good cars.

What do you think about it? And you talk about what their interests are the movies, and you can throw these in at various times, but you still your strategies still may be getting towards that, that pertinent bit of information. So you can use various methods of direct and indirect to get to the heart of the matter. They may not even know that they've answered the question because you'll get your answer, and you'll move on and ask them about something else. It's a very clever way of doing it, but you do have to plan. You either be you're either very experienced So you do have to plan ahead about how you're going to approach it.

So detail logical persistent so DLP stands for to find out the detail who what where when how why the basics these are always the basics if you're writing a report and who what where when Why are the basics and it can be something as simple as a simple but I was gonna say a bombing attack but I mean a one standalone thing and who al Qaeda what the suicide bomb where this hotel so and so at hotel at City at country when 2100 hours how suicide bomber walked in detonate himself. Why we don't know al Qaeda put out a press release taking responsibility, but there's no particular reason yet other than maybe the prime minister was due to be there. Two days times. This is the dropout information, dropout information is critical. It shows that you're paying attention to what's being said, the dropout information is something that's very hard to explain, why is it hard to play?

It's a just a little bit of information that the source may throw in at the end of a sentence. You may give you a whole paragraph on what the information that you need to know. But right at the very end, you may say, oh, and so and so was there as well. And then move on to something else. And at that point in the meeting, if you're the handler, you'll be going oh, this sounds so sounds important. Why did he throw it in the end?

What stop talking you go? Earlier on? You mentioned this so and so. Who was that? Who is that? Who's that person?

Oh, excellent. He may be a next source, it doesn't matter who is you still need to follow up, because the source probably won't come back to talk about so and so again. And if you miss it, it may be vital. And also if you miss it, the source may thing you're not actually listening very well. So could be a dent in the report a little bit. So what's happened little drops of information, not necessarily related to the direction, but you may have to go back and start drilling down a little bit further, just to make sure you haven't missed anything.

And adapt your strategy. Always be looking at ways of getting more information and maintaining that report. Then this is why meetings can become very, very complex. Using your questioning techniques. You can use strategies you selected where you're going to sit at the table, your body language, his body language, your eyes, their eyes. The environment where you're speaking to them all comes in.

And then you have the detail of the questioning techniques and the strategies as well. So it can become very complex. So overall, and the strategy you can use or direct, indirect, whatever you choose, as long as you get into the information as long as you maintain the report, as long as you're not giving away sensitive information requirements, at the end, recap, you recap for them. And that means just go over the story again, summary. Read back your notes, say, Okay, this is what you told me blah, blah, blah. They will hopefully especially the more experience you get working together, they'll point out mistakes or things that you misheard.

Now the car was red, not blue. Okay, that's fine. That's perfect. And this, the recaps also good for building for you say this This is great, thank you very much no more information. It points out gaps in the questions that you've asked. So you may have missed that drop out information.

You may have made a note of it, but you may not followed up in the recap, you go through and go, Oh, this sounds so guy. Tell me a bit about him. So the recaps very, very valuable and it does fill in the gaps and it makes sure that you have the story right. And again, it allows you to demonstrate to the source that you've listened to what he or she has been saying. and that in turn helps build report. Yep.

Oh, here we go. The Tree of Knowledge. I've got a new computer so that's why I'm pressing way too many buttons and the tree of knowledge. So your information requirement, maybe the trunk so this part here and maybe find out what car Sources using or what car someone important is using this information. But you want to go along and find out more about the car, for instance, what color is it? What make is it?

What model? Is it going to go to the registration number who drives it? WAS IT KEPT? What's it used for? So that might be a difference. Who was it useful?

This may be where's it kept kept in a Garret? Were at his house. No, not his house somewhere else. So you start to break down the information requirements. And you can start picking up on all valuable bits of information regarding that car. It could be around when did when does the car and only drive to I mean, does it drive just locally?

Or does he take it to other towns and cities? When does he go there? I mean, that may be valued, valuable for the information requirements. Yeah, he goes to this city every second weekend. of the month. Okay, that's good because that ties in with your background knowledge of who you're asking about.

Because he's a drug smuggler, for instance. So that's the large information requirement and these are the component bits. Now bear in mind that what he tells you, you want to background check pretty much you you'll you would want what what your source tells you you should back up with other information maybe from other sources. One other way of doing it is by taking a great great deal of pain a great deal of attention to the information you get from them. And then you can request him later on so the next meeting you may question him again about was the car kept? Tell me a bit more about the garriage it stayed in does it have a main doors a two car guys is he got a door, the backer door On the side so that passengers can get in and out.

Well, you know, they've got more than one floor does he keep stuff upstairs? And these questions you will come back week after week to test the veracity. Okay, tell me a bit more about this partner, tell me about this guy who drives his car for him. And see you're starting to really get a very detailed picture of whatever your information requirement is. and that in turn, you would come back week by week and say, I remember two weeks ago, you told me about the car. Explain it again.

Tell me a bit more about the inside of it. Are there any hidden compartments or anything like that? You mentioned a few. Can you explain them again, by making him tell the story over a period of time you're testing see if that is actual knowledge. Or if he starts to make mistakes or to hesitate then he could have been lying in the first place so it tests the veracity of his information. And there we go.

So an information requirement is your place of work. So down the bottom here You've got your general follow up question. So what's the identity of your work? Where is it? locations up this branch? Tell me more exactly where draw me a map pointed out.

You got a photograph of it. What does it do? What does it make? Draw me a diagram of the building itself the layout. What's it made of? When was it made?

What the work routines does everyone finish it? 567 o'clock in the evening? Do they have a 24 hour shift system? who works there? Who's the owner? Are they white collar people blue collar weak people in a working class or other one of the two of them wealthy blue collar who works on the shop floor and the officers are no supplies it and parking cleaning.

Is there a canteen? Yeah, you got a million questions you could ask about this one information requirements. Now asking these questions, you're testing the memory of your source, but you're also making a big referee record of all the information that he gives you. So that again, in a week's time, two weeks time or a month's time, you can go back and just go through this. And say, Tell me a bit more about this. Tell me a bit more on this diagram, get more detail from him and check to see if he's actually telling you the truth.

And so this is a general outline of what we call the tree of knowledge. Obviously, you won't have this in your mind when you're speaking to him. But it's a good way of breaking it down, you will go you start with your IR. And then you will identify your place of work and you'll go through along through each branch. A bit more, a bit more. Show me on this map.

Show me on Google Earth. Give me a picture of it. Tell me exactly what it's called. Tell me what street is and tell me in the neighborhood, from what town it's on. And you drill down to do you think you've got enough answers and then you move to the The next branch, which will be, what's the location of it? And now we'll be more detail.

So we've discussed in the techniques, some open and closed questions. Who, what, why, when where, how What's with general questions that you will get more than just a yes or no. And annoys me sometimes when people say, just give me yes or no questions, because but then again, I get annoyed when they give me general questions as well when I want a yes or no answer. So I'm obviously a very hard customer to please. And it's partly if not five, solely down to how I ask the questions. So if you say who was involved?

You could get one answer john smith, you can get 100 answers, john smith and all these 99 friends, which are Billy Smith and his family friends as well and what questions All open. Why do they do this? Why are they there? When is can be a little bit more specific. But then if you don't ask the right questions, or you haven't trained your source up to give you for instance, 2024 hour clock answers, and you have to drill down and say, is it nine o'clock in the morning or 2100? And evening?

Where can be a lot of people don't know how to use maps I've never used never had the experience of training to use maps. So you may have to factor that into your to your meeting. How did they do this? They may not know the technicalities of Obama if it was a bombing or the technology technologies that happens in the workplace to explain it. Now. Maybe something else you can discuss in a bit more detail on what strength is usually a military law enforcement type questions.

They're going to they're going to attack what strength are they going to be so avoid when you're getting Considering your strategies, void compound multiple questions. I hate these things I hate being asked compound multiple questions. So here's an example. How many times have you seen him? When have you seen him? And who have you been with?

And the source would probably look at you and give you one answer to one of those questions and you will know which question was being answered. So in three times last week with john P. There's the you could ask three or four different questions from this. How many times did you see him? Three times? Okay, great. When did you see him over those three times?

So then you start to drill down you say, you're asking for what days? What times? Fairly, you'd also say Where did you see them? So time one. What day was it? What time was it?

Where was it? Who was he with? Two? What day was it? What time was it? Where was it?

Who's he with? And for the same for the third? Because down so you get there is just not specific enough. And that's because they're asked the wrong question. How many times When was the first time? Okay, what time they go in is broken down, broken down into the Tree of Knowledge there.

When do you how many times you've seen him? 3123? So you go the first one 2pm Where was it? I would ask where was it and who did you see is with Joe. And the other times with 1pm is with pay the second and you break it down into the branch, that component branches beat you start there. And then you follow it along until you've reached the conclusion of questioning.

And then you go back and start the second time. And then you go back and start the third time. And it's pretty much that simple, but it's complicated as well. So me You have to be very careful about the questions you're asking in the first place to get the right answers. So timelines, a quick look at these because these are quite important. I use a lot in interviewing.

So this is how to explain how to encourage a source to explain an event, or how something happened over a period of time. And it will help you to systematically extract the information. So as a start point, one dates so the start point is factory manager lives in Acts 24 September for 30. There's an enemy attack. Late afternoon. Your source came out of the cellar.

He was trying to get dark. He walked west from way from the town, probably because of the attack. So your source of the factory manager and he lives in a town somewhere, x 27th September, he saw some tanks moving. And to the village of w 29, September lorry drove us to the border. And in the end, he was stopped by a British patrol and that's where it was given him some aid and put into a camp to help him out. So this may be the like the opening explanation from source about what he saw.

In Syria, for instance, let's say he's got is in Syria, and he got he just got out of Syria. Now this gives you some points to focus on. And as for the tree of knowledge, this is where your branch would start. So he was a factory manager living in x. first branch will be Tell me about x your town. What were you doing? On the 24th of September?

Where were you? Okay, potentially it was embedded might have been working in the factory, you might have been in his house with his family. So those questions you need to clear up. Tell me a bit more about 24th September. What did you do? What?

How did you know the enemy were attacking? Did someone tell you Did you hear them coming? You know, you'd let him tell the story. But you've got to start saying right, we need to get as much detail about the 24th September as possible. That's your first branch. My second branch would be what did you do between the 24th and the 27th?

Okay, you said you walked west from the town? How long did you keep walking? Did you stop at any time? Who are you with? Were you with your family were you on your own when you work as we were just with other refugees, fill in the gaps between the 24th and the 27th. And then your second main branches, saw some tanks and move West, sorry, moved to the village of w. So, tell me about the tax you made that may be a critical piece of direction you begin work out what armor The enemy has or if you're a journalist?

Yeah, where do these types come from? I the Russian tanks are the American tank, so the British tanks, and so you want to get him to tell you as much as possible. If you're lucky, he knows about tanks. They'll say, Oh, yeah, that was a chieftain tank provided by the Brits in 1990. Our countries use them a lot. But chances are you won't know anything about tanks.

So you've got lots of choices. You can ask him if he took any photographs on his phone? No. Okay. Can he draw one? Maybe if this is your direction, you may have some reference books that have pictures of tanks, show me what type type.

Now, bear in mind that he may think tank is something totally different to Unit he may not be an expert in tanks, and it may be an armored car. There may be just some big metal box on a few wheels. So this is when you start to drill down often a brand's all on its own to find out what the tank is. And then you move to the village of W Where is that? What's the full name? Okay, and show me on a map.

So your walk from here to here over three days. What time did you get there? What time do you see the tanks? So you're looking you're drilling down for almost each component of this first line of information is provided you and then what do you do between the 20 so 27th and 29th? When did you get the lorry was in the village of W. Or did you walk some more and who drove the lorry? Who else was in the lorry what's on the lorry?

It was it didn't have names on the side and then stop by the bridge when we stopped by the bricks was on the 29th was the 30th was first. So you're drilling down each component branch to get more and more and more information. And each little bit of information like I said, the tanks, critical bits of information could be another branch in itself. And good chance your source one know what he's talking about when it comes to tanks. So you have to help him out a lot. Then this is an example of how you would drill down on the 24th.

September. You're going along that branch gunfire possibly artillery, okay. And tell me how you know it was actually how you think it was artillery eight o'clock, tanks arrived and about 100 less people killed and then you go Yeah, they would definitely dig down in your tanks. About five an evening left the cellar. There was some looting but no shooting about 830 in the evening you want West heart attacks you start now. You start with even more branches.

So what you've done is you've picked up on the 24th of September this branch and you're digging down even further, there's your 24th of September 27, September more branches, six tanks with machine guns on the turrets, two helicopters to hell ease attack the tank set to them on fire. They were red berries, again, lots of information and each component part of that will be questions after questions. So the wall red berries, did you see them? Or did someone tell tell you about it until you verify the information at every point and use maps. The people you speak to may not know about maps. So you may have to train them up a little bit.

So this is a map. Where are we here, Washington DC This is the river so if you If, for instance, this is where your source was living, then you said this is where you live. That's where you said you want to, there's the river. Be careful, because if they're not used to using maps, they'll try and point anywhere and say that's the place. So you need to as much as possible, get them to tell you exactly how they know that's where it was verified, totally. Otherwise, they'll be pointing in general areas, they'll be looking for your sort of facial response to go.

Great, that's great. And now that'll be it. So you need to verify where it is. descriptions, people cars, military equipment, again, depending on what your role is, as far as human goes, you might not be interested in military equipment. And take your time, if you have time to get good descriptions. Don't waste your time.

And there are certain ways of doing it. And again, if it's using the same source weekend, week, out, month in, month out, then the more you stick to a certain program, the more they're going to learn quickly and pass on that information. So concentrate on the unusual or unique and we'll go on and do a bit of practice. So people rule of eight, eight H, H build close distinction marks that's scars, birthmarks, tattoos, elevation. So you got ABC, D, E, that's why it's elevation, F G H. And distinguishing marks is very useful but often people cover them up to height whether it's meters or feet. The face started the top worked way down.

So if the hairs of his particular question but ask him about the hair as it as it fits on the face, you know, does it does it come down to the eyes? Is it is he got a large forehead and then work your way out is are they prominent as the last one was the other one cut off? And so you can ask questions about the nose, the eyebrows. The eyes everything because obviously faces what people look at the gate, how they walk. All the people walk in certain ways people injuries, military guys tend to walk straight up, shoulders back, because that's the way they've been trained. Ask them about how they appeared.

And not just how they physically they were but what did they look like? Oh, he looked like a soldier. Okay, great. That paints a good component part of that picture, hair and habits and hair, you know, whether whether you're wearing a hat, get hat details, and overall, what did you think about them? And again, that's a good way of remembering it. And if you're asking for details from your source quite often, then these are the sort of basics you should be asking in this order, because then they'll start to remember them.

Next time you see somebody go When I go back to a meeting with my handler he's gonna ask me about age bill close to secrecy marks, elevation face gate. Aaron habits, clothes look good but of course clothes can be changed remember watches and shoes are the things that people tend not to change so much. If they're wearing North Face jackets you know in the north face bands over the left hand side of the chest. That's that's a good point to remember. Were there any holes in the close with them are they brand new where they clean when they old but clean? So get as much detail as you can again work from the top down or as they were the one scarf was the jacket line was when the show was on tie What was she wearing?

What's the dress was the top What was she wearing a sweater or a jumper and work your way down to the shoes and shoes are important like said because people don't have as many changes of shoes they have changes of clothes. And there's a one you can describe their hair. Bad mustache glasses. All useful points to pick up on the session people's age. How do they walk? How do they stand by the physical features?

Closer often a good and bracketing that means give me an idea of the age them were they so 55 to 60 but make them come up with the age don't don't feed them the information themselves. So don't answer the questions for them. You tell me how old you think they were. Give me an area between if you're not sort of sure if you don't think it was 60 Then give me an area. bracket it. build up a body waist legs very it's good to get Assessment I said clothes are important.

People only have a certain amount of clothes. People are creatures of habit they'll wear what they like to wear, depending on the weather Of course, some of them may be wearing shorts all the time, whatever is available, clean dirty badges names new or old things marks so it goes lists, scars, molds, tattoos, birthmarks, and and also described by the type of scar the type of mole. Where was it? You know, if it's a scar, was it across the face from one side to the other? was up the arm from wrist to elbow and be as specific as you can? And definitely with tattoos, colors, what was it of?

What was the size of it? Was it the American flag? Was it a dolphin? What color was it was a blue Was it the usual black and white. So again, Again, drill down. So each one of those would be your tree of knowledge again, scars.

Okay, tell me about the scars. Well, they're just one, and they'll just stop but one because they the source might think that one is enough. So tell me about whether anymore, give me the same detail and use a doorframe is a good example. So if you see them standing in there in the distance, but they're standing outside of a shop, the doorframe is around about two meters, six foot six. So if they're standing in the doorframe, there's a few inches above them. Namely, you know, they're about six foot three if there's a bigger gap, a little bit smaller than the other definitely smaller six foot six.

There's a gap to the probably around about six foot. More details, skin color, facial hair, glasses, shape the face, any other striking features, you know, did he have huge ears well They constantly smiling like that. That's a valid point. How they walked, walk, how they stand. Aaron habits each one of us is different. And so find that distinguishing mark the distinguishing point that will make it easy to notice the next time forgot on the vehicles we use scrim scrim is just an easy way of remembering the details that you need.

There is all mixed up registration make color, shape, identify marks, scrim shape, color, registration, identify marks, make, make model. Registration is the number of the vehicle the number on the registration plate The number plate shapes useful if you have people who don't know the type your IP will say, I don't really know types of cars and then find marks, stickers, scratches, dents the roof was missing the doors off and military equipment guide wha t didn't have wheels didn't have tracks like a tank did have eight wheels that have six wheels for what did the the body of it look like? Was it built like a boat? It was a bit like a box. Do you think it was metal? Or some form metal?

Did it have a turret on the top and what sort of armament Did you see was that a big long gun? When did it point to the front of the turret move around any good to have any other machine guns on the top. So that's your start point for armored vehicles wha t that craft wings engineer, engineers wings engines fuselage and tail obviously if there's any weaponry on there as well the difference between a plane and the helicopter is reasonably obvious to most most of us but you still may have to explain it and maybe asking by how did it react and it stopped in midair and float around a bit shoot a few things up and then go away or did it just fly over and Dropbox master elements superstructure Oh, so yeah ships I'm thankfully I've never had to ask any questions about ships because they are way too complicated.

And a lot of us wouldn't know how to describe them. best way is to get them to draw it. Just draw what you saw. There may not be a very good artists, but it will be a start point. may bring out a lot more detail and you could think are cool. And this depends on your skill sets your knowledge and experience of ships and armored vehicles and cars and people as well.

So again to draw things like tanks and ships and aircraft is very useful, it can be a very useful record. That's pretty much it. And remember, when you're asking questions, use as much as you can. So use maps, definitely get them to draw, if they know how to use maps, show them where they walk from and to, if that's a valid point, get them to draw because it uses different parts of the brain. Again, to use color, because it starts to replay the video in the mind Don't just rely on everything to be done verbally. Because you're only accessing certain parts of the brain then.

So if they talk about the tank, right we did on that on the timeline. Rather than digging down 100 questions, which you may have to do at the end anyway, but first of all, again the draw it and then you can start asking points about the drawing, right? What's this? What's that, that in turn gives you the opportunity to get closer with them, which in turn helps you build rapport. So you start to interlocal, these Jigsaws of behavior and skill sets of your interviewing techniques or strategies that help you pull it all together to get and dig down to the information necessary. It's quite complex.

There's a there's a lot to it. And hopefully, this touched on a majority of the component parts. What we're going to do now is I'm going to finish this. Thank you very much.