Success in high-stakes situations, such as criminal cases, compliance interviews, or HR investigations, requires more than just asking the right questions. It’s about asking the right questions for the right reasons, in the right way. That requires more than instinct or experience; it calls for strategic preparation. Integrating red teaming , setting clear interview objectives , and crafting a strategic questioning plan  can elevate any investigation from routine to remarkab

Frederick Porter Wensley’s career at Scotland Yard offers enduring lessons for modern Criminal Investigation. Long before formal models or buzzwords, Wensley understood that information is the lifeblood of every case. His success came from patience, careful listening, and respect for evidence, not tricks or rigid systems. That same philosophy underpins today’s science-based approach: gather reliable information, avoid contamination, and seek understanding before conclusions.

Red teaming is a structured approach investigators use to challenge assumptions, counter confirmation bias, and strengthen investigative decision-making. Rather than reinforcing early conclusions, red teaming introduces disciplined skepticism, helping teams test working theories, evaluate evidence more critically, and explore alternative explanations. When applied intentionally, red teaming improves accuracy, reduces risk, and supports more defensible investigative outcomes.

Red Teaming is critical thinking on purpose. It deliberately challenges assumptions, confidence, and early conclusions to strengthen investigations before decisions harden. While this may feel counterintuitive, it helps investigators check themselves and reduce bias before interviews, evidence interpretation, and case direction are shaped. When paired with science-based interviewing, Red Teaming improves information gathering, decision quality, and investigative integrity.