The Psychology of Answering Behavioral Interview Questions

Behavioral interview questions are a common feature in many hiring processes, especially in roles that require critical thinking, leadership, and problem-solving skills. These questions are designed to assess a candidate’s past behavior in specific situations as an indicator of their future performance. Understanding the psychology behind answering these types of questions can give candidates a significant advantage. This article delves into the psychology of answering behavioral interview questions, offering insights into why these questions are asked, how to approach them effectively, and the underlying cognitive processes involved.

1. Understanding the Purpose of Behavioral Questions

Behavioral interview questions are grounded in the concept of behavioral theory, which posits that past behavior is one of the best predictors of future behavior. Employers use these questions to uncover real-world examples of how candidates have dealt with challenges, made decisions, and interacted with others in professional settings. Common behavioral questions include:

• “Tell me about a time when you faced a challenging project and how you handled it.”

• “Give an example of when you had to work as part of a team to accomplish a goal.”

• “Describe a time when you disagreed with a colleague and how you resolved the conflict.”

The psychology behind these questions is rooted in the idea that actions speak louder than words. Employers want to see tangible evidence of skills like problem-solving, teamwork, leadership, and conflict resolution, rather than simply relying on abstract responses or claims.

2. The Role of Memory in Behavioral Responses

When answering a behavioral question, candidates are essentially accessing their memory to retrieve relevant past experiences. Memory plays a crucial role in shaping how a candidate responds, and the ability to recall specific examples can be influenced by several psychological factors:

• Cognitive Bias: Humans are naturally biased toward recalling positive memories that make them appear more competent. This could mean a candidate focuses on particularly successful projects and downplays any challenges or failures.

• Cognitive Load: The stress of an interview may impact memory retrieval. Under pressure, the brain can struggle to bring to mind specific examples that would otherwise come easily.

• Confirmation Bias: Candidates may unintentionally select stories that align with what they believe the interviewer wants to hear, especially if they think they know what the job requires.

To counter these biases, preparation is key. Candidates who rehearse and reflect on their past experiences are more likely to retrieve detailed and relevant stories, making it easier to align their answers with the interviewer’s expectations.

3. The STAR Method and Cognitive Framing

A common strategy for answering behavioral questions is the STAR method (Situation, Task, Action, Result). This framework helps candidates organize their thoughts and structure their answers in a way that is both logical and engaging. Understanding the psychological basis of the STAR method can help candidates recognize why this approach works:

• Situation: The brain naturally seeks context in order to make sense of a narrative. By providing background information, candidates allow the interviewer to mentally frame the story.

• Task: This step helps the interviewer understand the candidate’s role and responsibility, making it easier for them to evaluate the candidate’s contributions.

• Action: This is the “meat” of the answer, where the candidate describes what they specifically did. The psychology of action-based answers is that they demonstrate personal agency, which is critical in showcasing initiative and leadership qualities.

• Result: Humans are wired to be outcome-oriented. Ending with a concrete result allows the candidate to demonstrate the effectiveness of their actions, which resonates with interviewers looking for impact.

By using the STAR method, candidates can leverage cognitive principles like clarity and relevance, ensuring that their answers are coherent and aligned with the desired competencies.

4. The Psychology of Nonverbal Communication

In an interview, nonverbal cues like body language, facial expressions, and tone of voice can reveal just as much as the content of the answer. The psychology of nonverbal communication is crucial during behavioral interviews because it reflects a candidate’s confidence, sincerity, and engagement. For instance:

• Eye contact: Direct eye contact conveys confidence and trustworthiness. However, too much eye contact can be perceived as aggressive, while too little may be interpreted as insecurity.

• Body posture: Open and relaxed body language signals approachability and openness. Crossing arms or avoiding eye contact may indicate defensiveness or discomfort.

• Voice tone and pace: A steady voice with appropriate pauses can indicate thoughtfulness, whereas a rushed or erratic tone may suggest nervousness or lack of preparation.

The psychology behind these nonverbal cues is that they help the interviewer gauge a candidate’s emotional state, authenticity, and interpersonal skills. Candidates who are aware of their body language and use it consciously can make a stronger, more positive impression.

5. The Influence of Emotional Intelligence

Emotional intelligence (EQ) plays a significant role in how a candidate responds to behavioral interview questions. Emotional intelligence involves the ability to recognize, understand, and manage one’s own emotions, as well as the emotions of others. In the context of behavioral interviews, high EQ can be advantageous in several ways:

• Self-awareness: Candidates who are self-aware can recognize their strengths and weaknesses, enabling them to give honest and reflective answers.

• Empathy: Empathy allows candidates to understand the perspective of others involved in a situation, which can be particularly useful when discussing conflict resolution or teamwork.

• Self-regulation: Candidates with strong self-regulation skills are better at managing nervousness or anxiety, allowing them to respond thoughtfully to questions.

Interviewers often seek candidates with high emotional intelligence because these individuals tend to excel in collaborative environments and can navigate workplace dynamics effectively.

6. Cognitive Dissonance and the Pressure of the Interview

Cognitive dissonance occurs when there is a disconnect between a person’s beliefs, values, and actions. In the context of a behavioral interview, candidates may experience cognitive dissonance if they feel they are being asked about situations they didn’t handle perfectly. For example, if an interviewer asks about a conflict with a colleague, and the candidate has difficulty recalling a resolution, the candidate may feel uncomfortable or guilty about not providing an ideal answer.

Psychologically, this dissonance can lead to several defense mechanisms, including:

• Rationalization: A candidate may explain away their actions or outcomes by justifying them, even if the justification is not entirely truthful or logical.

• Denial: Candidates may deny that the situation occurred in the way the interviewer frames it, attempting to avoid admitting any shortcomings.

• Projection: In some cases, candidates may deflect blame onto others to protect their self-image.

Being aware of cognitive dissonance can help candidates manage these feelings. Acknowledging imperfections and focusing on growth and learning from past mistakes can help maintain authenticity in the interview process.

7. The Power of Storytelling in Behavioral Answers

Humans are wired to engage with stories. Storytelling is an effective way to make behavioral answers more memorable and impactful. When candidates frame their responses in a narrative format, it allows the interviewer to connect emotionally with the situation. The psychology of storytelling in interviews is rooted in the idea that stories are easier to remember and relate to than abstract concepts.

The key to effective storytelling in a behavioral interview is to create a clear narrative arc. This involves:

• Setting the stage: Briefly introduce the situation and the context.

• Building suspense: Describe the challenge or conflict that needed resolution.

• Delivering the resolution: Show how the actions taken led to a positive result, and what was learned from the experience.

A well-told story can make a candidate’s answer stand out and give interviewers a clearer sense of who they are as both professionals and individuals.

Conclusion

The psychology behind answering behavioral interview questions is complex and multifaceted. Candidates who understand the cognitive processes involved—such as memory retrieval, cognitive biases, emotional intelligence, and nonverbal communication—can craft responses that resonate with interviewers. By leveraging techniques like the STAR method, being aware of emotional cues, and using storytelling to enhance their answers, candidates can navigate these questions with confidence, authenticity, and impact.