Observing a Committee Focus Group

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Observing a Committee Focus Group

A group is composed of several individuals coming together to accomplish a certain goal or task. A group dynamic is an interpersonal influential process which takes place in groups, and it also refers to behavioral and attitudinal characteristic of a group (Cameron & Green, 2008). It concentrates on group structure, formation, process and the way they function. Several theories explain the development of groups: classic theory, social identity theory, and social exchange theory.

 The classic theory explains that groups are formed according to interactions, activities, and sentiments. Social identity theory explains that individuals acquire self-esteem and identity based on their salient group membership while social exchange theory suggests that individual form a relationship based implicitly on the expectation of trust and obligation of mutual beneficial exchanges.

As my assignment requires, I observed a committee of seven people who were discussing a special project in their company. This type of group is a form of task group – a group of people coming together with determination to achieve a certain goal. In effective facilitation of a task group, different skills are required. Validating and affirming every person’s contribution as complements encourages the individual to share their opinion again. Listening effectively is another important factor where members listen with the whole of their bodies – heart, ears, mind, and eyes- by ensuring their nonverbal behaviors illustrates that one is listening. Some of these cues are nodding, maintaining eye contact, and smiling.

If the speakers give unclear messages, the members should ask for clarification which can be achieved through paraphrasing the message. The leader in a focus group requires keeping the discussion focused on the topic at hand and redirecting the message in case the speaker strays or gives a long winded statement. A leader in a focus group is required to intervene in times of conflict by encouraging each member and slowing down the conversation. The leader should use summarization tools while unfolding a discussion or while ending the meeting.

The different developmental stages in group formation are forming, storming and norming, performing, and adjourning. The group leader of this task force has different roles to play during the performance stage. He should not sit and relax during this stage but should focus more on delegation as their developmental tool. He should monitor the team processes especially the regression signs as they build stakeholders’ relationships. Together with the members, he should participate in ensuring that goals and objectives are achieved the success of the team is pursued.

The Five Cs

The life of a task group is influenced by the five Cs which can either break or make the group – communication, control, conflict, cohesion, and consensus. 

Control

A leader requires to be balanced while controlling the group, not too lenient and not super controlling. Some leaders may make a leadership vacuum due to failure to clarify the purpose of the group, lack of agenda, and the members feeling wasted. The other extreme is also disadvantageous when a leader is over controlling, imposes their agenda, is insensitive to his/her members and makes members feel like dealing with a controlling freak. The leader’s strategy is having a written agenda, orienting new members, and promoting punctuality. In facilitating productive discussions, leaders should use skills like paraphrasing, open-ended questions, and summarizing. He should also set realistic goals and involve members while performing task assignments and establishing group rules.

Communication

Different communication styles in task groups may create situations where messages are misinterpreted and leads to false dialogues. In achieving the group’s goal, the members need to communicate ideas and have dialogue. The leader should model good communication and encourage as well as intervening when members misinterpret the message. 

Conflict

All health group processes face conflict and the leader should encourage members to give input. Mediation, negotiation, and arbitration skills should be used in a reproductive manner to resolve conflict.

Consensus

The leader should ensure after group formation that strategies on consensus are set by, maybe, a 75% majority.

Cohesion

It is too disheartening to be in a group without a sense of belonging or cohesion. Group member satisfaction is linked with cohesion and is achieved when the leaders encourage members to interact or be involved in group activities. 

Hindrances

As I was watching the committee, I realized some hindrances to its effectiveness. Some members were asserting superiority and trying to manipulate the group and were controlling the proceedings through patronizing. I observed that two individuals were mostly withdrawn and silent and their contribution was barely audible. The leader failed in his leading skills as he should have interrupted the dominants by asking them to summarize their points while giving the others a chance to raise their issues. Withdrawing may have been contributed by unresolved conflict. I observed side conversations among the members as the discussions were ongoing with behaviors like giggling and whispering. The leader should set expectation and guidelines before the start of the meeting or pause in the proceeding in case of side talks. 

Maintenance Roles

The leader should encourage the member by being warm, friendly, accepting and recognizing the contributions of members to the groups. The leader should ensure harmony by attempting to settle disagreements and reducing tension and he should articulate conflicting views of common elements. He should also set standards and test them by helping them to define their ground rules and standards. 

References

Cameron, E. & Green, M. (2008). Making sense of leadership. London: Kogan Page.

Chand, S. (2014). Group Dynamics: Types, Formation of Groups and Group Cohesiveness. YourArticleLibrary.com: The Next Generation Library. Retrieved 6 August 2016, from http://www.yourarticlelibrary.com/organization/group-dynamics-types-formation-of-groups-and-group-cohesiveness/29503/

Doyle, J. (1992). Quality Focus Group report. Waterbury, Vt.: Vermont State Colleges.

Fujishin, R. (2007). Creating effective groups. Lanham, Md.: Rowman & Littlefield.

Levi, D. (2001). Group dynamics for teams. Thousand Oaks, Calif.: Sage Publications.