There are three main objectives of grievance interviewing: (A) getting the facts; (B) which article is violated and (C) what remedy is expected of the member.

• Getting the Facts - Facts are hard to get. Often you get only half the story, either because they think you know the background or because the members realize that some of the facts may be unfavorable to them. Often, they are too excited to tell the complete story. Sometimes they can't speak English well. This checklist is helpful to stewards in their interviews: Who is involved? What did they say or do? When did it happen? Where did it happen? Why did it happen - what was the underlying cause? What do you want from the Department in the way of a remedy? Which clauses or provisions of the contract have been violated? When you need facts that cannot be obtained from the aggrieved member or other member(s) be sure to exercise your right to obtain information from the employer under the contract.

• Giving the Member Attention - Research shows that the union is often judged by the fact that its stewards show in handling members when they have grievances. Many members want to use their stewards as a sounding board. If so, listen to them. Remember, if the member thinks they are not getting proper attention, they will be upset at both you and the union.

• Getting Acceptance of Any Action Necessary - In a democratic union, you should explain to the aggrieved member carefully what you can and cannot do for them in handling the grievance. Explain the steps you are going to take, so the officer grieving the issue has a better understanding of the process. For instance, you might tell the aggrieved member: "As far as I can see you have no case based on the contract, policy or DOM”. "I think you have a strong case and I'm going to take it up with the supervisor”. If the grievance is completely unjustified, be sure to explain why. Point out the reasons. Refer to the contract. However, if you agree to handle the case be sure to keep the member informed of the progress you make.

If you aren't successful with management, let the aggrieved member know at once and inform what further steps can be taken, if any.