Will you use a particular communication style to communicate with supervisors on deadlines? Will you amass a team effort to ensure compliance? Is your approach self-centered or team oriented? Do you show that you can handle multiple-horizontal priorities? Remember, the interviewer is likely not to be able to answer those questions, too. Instead, this is a clear psychological plow to see what happens when you are placed in a stressful situation -- do you turf it, lie, figure something out, or come up with an answer that works? (For more on this, see: Sando, 2010) The research shown in this article will likely be disputed by a number of people who believe that interviews are quite important and through the use of certain techniques, one can evaluate a candidate for suitability (Zarowin, 103-4). The only problem with this mode of thinking is that the candidate will also be thinking the same thing -- reading signals, trying to determine which approach is the lesser of two evils. So, what is the substitute -- certainly any interview requites more than 30 minutes preparation. Whenever...

In a glutted market, then, the last means of cutting candidates is the interview -- yet it is this very mechanism that has little overall validity. Your task, then, it to take control and make the interview situation valid by introducing variables that are uniquely you -- and that show just how competent you would be with the new position.
REFERENCES

Tips and Techniques for Dymanic Job Interviews. (2010, January). Retrieved July 2010, from HubPages.com: http://hubpages.com/hub/Tips-and-Techniques-for-Dynamics-AX-Jobs-Interviews

Sando, P. (2010, January). Answering the "Unanswerable" Questions. Retrieved July 2010, from Helium.com: http://www.helium.com/items/959532-answering-the-unanswerable-questions

Zarowin, S. (2002). Job Interview Myths. The Journal of Accountancy, 193(3), 104+.