The Reference Interview:
Communication and the Patron
Dale J. Parus
Wayne State University
(c) 1996 Dale J. Parus firstname.lastname@example.org Wayne State University
The Katharine Sharp Review ISSN 1083-5261, No. 2, Winter 1996
The reference librarian has perhaps the toughest job in librarianship - staffing the information
desk. He or she must provide information every day to a variety of patrons on countless subjects.
In addition, there is no generic customer; every one differs in personal background, education
and age. Some days (or hours or minutes), the reference professional may be asked questions that
range from the trivial ("where is the restroom key?") to those that may be challenging ("what
were the Seven Wonders of the world?"). The range of questions and the understaffing of many
reference areas are enough to cause service problems at the information desk (Plotnick, 1985).
Another obstacle can be the miscommunication between the client and the librarian, which is often caused by the patron's inability to verbalize his or her information need. This is where a
tool, called the reference interview, enters the discipline of library science. The reference
interview attempts to bridge the communication gap between the patron and the librarian. There
are, however, differing opinions in the library community on the relative worth of the reference
interview and how the technique should be executed. Therefore, this paper will show the
contemporary views that have been written in the library science literature about the reference
interview and its effects on client/librarian relations.
- There are a variety of reference services which require reference interviews, such as selective
dissemination of information (SDI) and reader's advisory, and have specific goals and serve their
purposes in the field of library science. However, they fall outside of the scope of this paper,
which will focus on the situations that occur most frequently in the public library setting:
interviews involving ready reference questions or research projects. Edmonds and Sutton (1991)
define these types of reference interviews to be conversations between the patron and librarian to
clarify the information need of the client. The librarian then locates and communicates the answer
or otherwise fulfills the information need of the patron, sometimes providing bibliographic
instruction. The interview may include a process called question negotiation, which is used to
clear up any ambiguity in the subject, scope or purpose of the patron's inquiry.
- Hauptman (1987) disagrees with the mainstream and argues that the importance of the reference
interview is a myth. He supports his claim with the example of a personal study in which he states
that only six cases out of 1,074 demanded an extensive interview (pp. 49- 50). Hauptman
believes that the term "reference interview" should be used only when speaking of "classic" cases,
not just when a simple answer is needed. Continuing, he says that he believes the reference
interview may even obstruct the process:
- There can be little doubt that patrons queries must sometimes be clarified through concise
questioning. This, however, is a far cry from a full-fledged, complex reference interview. As
Fred Batt perceptively observes, "sometimes the reference interview impedes the flow of
information." (p. 48)
- Hauptman also scolds the library community for spending too much time on reference interview
technique and demands that more time be spent on improving reference desk performance:
After begrudgingly conceding that brief questioning or even a full-fledged interview is, at times,
useful, it is necessary to emphasize that too much misleading, abstract, and theoretical material on
the subject is published. It is time for those involved in reference work to concentrate on
substantive multi-disciplinary knowledge. Then they could provide responses, preferably correct
ones, to carefully articulated questions. (p. 50)
- Most of the literature, however, suggests that the reference interview is a crucial tool used to
determine the information requirements of clients and is, therefore, an important element of the
field of library science. This is not to say, however, that the authors are enamored with the results
that reference librarians as a whole seem to be producing. Burton (1990) points out:
unobtrusive studies have shown that reference services in academic and public libraries provide
correct responses to between 50 and 60 per cent of the questions put to them by users. So
frequently has this result been found that it has been enshrined in the literature as the "55 per cent
rule." (p. 203)
Several other studies (Hernon & McClure, 1987; State of Maryland, 1983; Childers & Crowley,
1971) concur with these results.
- Unobtrusive testing began with the work of Webb and others in the 1960s (Hernon & McClure,
1987). The tests attempt to replicate the service that any user would receive when asking for
service at an information desk. The researcher selects a controlled list of questions and an agent
records the answers that are given by the staff member at the desk. All responses are counted,
regardless if they were given by a librarian or a clerk. Hernon and McClure conclude that
unobtrusive tests have consistently had "correct fill rates" of around 55% (pp. 20-21).
- Some authorities, however, dispute the low marks given librarians through unobtrusive testing.
Among them is Plotnick (1985), who argues that the tests produce a distorted image of reference
service. Another dissenter is Field (1994), who opines that reference questions are successfully
answered at a much higher rate, around 80%. Why the disparity? Field asserts that the person
given the research question cannot go beyond the parameters of the survey. Furthermore, the
testing agent has no vested interest in the answer. He or she cannot supply important ancillary
information; therefore, the question may be answerable.
- An illustration of the above would be if an agent were given a test question to find a cake recipe
containing sauerkraut. The agent could not tell the librarian that it was a great-grandmother's
recipe from the old country in Germany; conversely, a person with a vested interest in the
question could. This specific information could direct the librarian to narrow his or her search
strategy to 19th century German cookbooks, where an answer may be found.
- Field (1994) also maintains that people in the real world want information packaged in a certain
format, in a specified period of time, and in a certain amount. She claims that people will decline
to search for an answer if it will consume more time than they are willing to devote to it, or if it is
only available in a format (print, CD-ROM, online, microfiche) with which they are
uncomfortable. Also, some patrons are satisfied with an answer that is in the ballpark and may
decide not to sift through additional material for an answer that is more exact.
- There are many reasons why the client may not receive the answer for which he or she was
searching, but the most prevalent cause of unsuccessful reference encounters is miscommunication
between the patron and the reference librarian. During a reference desk observation at a local
public library, I witnessed what may be considered to be a severe communication problem
between a patron and a librarian.
- It is important to note that the main participants of the drama spoke English as a second language,
each with the syntax of their native tongue. The patron, "Phil" (all names have been changed), was assumed to be a Filipino and
the librarian, "Chelsea," was of Chinese ancestry. An additional point to note is that Chelsea is an
occasional fill-in at Troy; her main employer is the Detroit Public Library.
- Phil had been looking for a specific title, but had been unable to find it in the computer. He finally
came to the reference desk for help. Chelsea was reading a magazine as Phil approached her. It
was apparent from the start that the language difficulty and a clash of personalities would make
this an explosive confrontation.
- Chelsea attempted to perform a title search, but as she could not obtain (either because of
language problems or indifference) information to clarify the situation from Phil, the search was
doomed to fail. Phil's frustration became apparent. He asked Chelsea loudly, "you are reading
book (sic). Why don't you want to show me how to find what I want?"
- It was evident that Phil wanted to learn how to use the library better. At this point, Chelsea did
get up, guide Phil to a computer and tried to show him what she had done on the omputer. I was
not able to hear what happened during the instruction session, but in 10 minutes it was evident
that there had been little success. Ultimately "Janice", a full-time librarian, deduced the correct title
of the book that Phil wanted, located it at another branch, called over to have the book held at the
circulation desk and gave Phil directions to the branch. Afterwards, Phil thanked her profusely -
but not until he took another stab at Chelsea. "Why she not understand what I want? (sic)," he
asked Janice. "She just wanted to read her book." Although the situation was very informative, it
was dismaying to see a consummate case of miscommunication - and indifference - on my first
day of reference observation.
- The above scenario is a case where the major share of the blame for the miscommunication was
with the librarian. But often, even a concerned and competent librarian will be at a loss when a
client is unable to clearly express the information need that he or she has. This situation is more
common, and is aggravated when the client has expectations that are impractical. Hicks (1992)
explains this phenomenon. "We are in the business of service. The form that service takes must
fulfill the expectations of the patron. It is important to remember that those expectations may be
unreasonable or unrealistic." (p. 51)
- In other cases, clients may not know the end result for which they are searching; they are still
formulating their information need. Because of this uncertainty and embarrassment, customers
often avoid asking the librarian for any help. Morris (1994) points out that
this is understandable: when an information need is ambiguous, it is also difficult to communicate.
The thought of explaining something that you don't have a good grasp on - and explaining it to a
near stranger (the information professional) - is an obvious deterrent. (p. 25)
- Understandably, how does one express a need when one is unsure of what that need may be?
What the client does know is that he has an information gap, and that he would like to have that
gap filled as soon as possible. In her study of information processing, Kuhlthau (1991) explains
the unconscious doubt of this patron: "The bibliographic paradigm is based on certainty and
order, whereas user's problems are characterized by uncertainty and confusion" (p. 361). This
tension may cloud the reference interview process, resulting in faulty searches and turning what
may have been an easy, streamlined process into a prolonged struggle.
- In regards to the low scores of reference librarians on unobtrusive studies, Blenkinsopp (1992) is
concerned about the negative impact on the profession. "There is a growing body of literature
bemoaning the performance of reference librarians, who (if we are to believe the unobtrusive
studies) can manage to answer correctly only slightly more than fifty percent of reference
questions" (p. 176). Whether the studies are valid or not, the numbers are widely circulated in the
library community and are perceived as an embarrassment. In addition, similar quantitative probes
have panned the performance of the reference librarian in his library for not knowing the
These same studies decry the inability of reference librarians to interview patrons properly. They
further question why librarians are not referring patrons to other libraries or information sources
when a lack of library materials or a lack of librarian's knowledge make an immediate answer
impossible. (p. 181)
- Blenkinsopp's immediate concern is that new reference librarians are undergoing their training in
a "baptism of fire" environment and learning reference techniques basically on their own. But
because the test scores of all librarians have been so dismal, she supports the implementation of
interactive behavior training programs for all reference librarians.
In a time when unobtrusive reference studies find that librarians answer slightly more than half of
reference questions correctly and further studies verify that this accuracy rate can be improved
with proper training, more care needs to be taken to provide a sound basis for reference service in
the form of systematic, well-documented thorough reference training programs. (p. 176)
- In response to the criticism, some institutions are moving in this direction. With the
implementation of the System Training for Accurate Reference (STAR) some libraries are
focusing on improving the interpersonal skills of their professionals. Isenstein (1992), the driving
force behind STAR, writes that the program has been enormously successful in her library system,
increasing the scores on tests of her reference staff from 60 to almost 80 percent (p. 35).
- STAR relies on open communication with the patron - and repetition of the goal of the inquiry -
to increase success rates. "The STAR program focuses on three model reference behaviors:
asking probing, open-ended questions; verifying the reference questions through
paraphrase/reiteration; and concluding with follow-up questioning of the patron to assure the
reference question was answered" (Isenstein, 1992, p. 34).
- Dewdney's (1988) research reveals that librarians who are trained in a technique called neutral
questioning make the largest gains in providing improved reference service. Neutral questioning
tries to avoid premature diagnoses of patron information requests. In her study, these librarians
reached an effectiveness level (answers, instruction or referral) of more than 90 per cent.
- In his presentation to professionals at Allerton Park (Ill.), Rettig (1991) called reference service
the most ambiguous, and the most difficult to evaluate, service that a library provides.
Information needs are relative; the exact same information may satisfy the information need of one
patron, but maybe not the next.
- What is a given is that patron expectations of reference personnel are high. The person at the
reference station is expected to help patrons with the answers to their questions (isn't that why
he/she is behind the desk, never mind that the person may only be a clerk temporarily filling in for
a professional?). In addition, the patron is like any other person - he wants the information to be
accurate, succinct and, above all else, right away. This is, of course, a trait of human nature.
- In a perfect world, perhaps the reference librarian could pull off this amazing high wire feat.
Sadly, in the real world, it is impossible. Sometimes the librarian is having a bad day; at other
times, patron expectations may be unrealistic.
- Rettig (1991) facetiously suggests that an imaginary invention of his is the answer to the
perplexing problem of client/patron relations. He calls the invention the lapsometer, which can
help the reference librarian achieve 100 percent accuracy in patron satisfaction:
[The lapsometer] should assure a perfect score in every instance, since the staff member will know
immediately whether or not he or she is performing properly to meet a library user's needs. Given
the proven capabilities of this instrument, there is really nothing left for anyone else to say about
the why and how of evaluating public services and public services personnel in libraries. The
lapsometer asks all the right questions, gives all the right answers, and provides all the needed
solutions . . . Would that it were so easy! (p. 5)
- The client/librarian link, however, is a human relationship, and communication must be established
to complete the transaction. It is up to us, as librarians, to ensure that we do everything possible
to keep the channels of communication open and flowing. As important as we are to clients, the
clients are incremental in importance to us, for they are our lifeblood. If we do not care for their
information need, they may turn somewhere else to satisfy it.
- It is not enough for reference librarians to know the sources of information and how to use them.
It is far more important that the discipline's professionals learn to listen and communicate more
effectively with patrons. It is only then that we may better understand and provide for their
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