Page 228 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

Leading Small Groups: Practical Tips 211

In actual practice, Weitzel and Geist found that even members of community
groups who thought they were experts on parliamentary procedure made many mis-
takes in its use. What’s more important, their problem-solving did not seem to suffer
18
from their selective use of the rules. What does this mean to you? Don’t memorize
Robert’s Rules of Order. Use common sense to determine how formal or informal your
discussion will be, and talk about it within the group so that everyone knows how the
group will operate. Now that you have thought about the degree of formality to use,
we present our guidelines for structuring discussions.
1. Keep the discussion goal-oriented.
You have already focused the group with the team charter or the meeting
agenda, which helps the group stay on track and uses members’ time well. Some
digression, such as fantasy, helps establish a group’s culture, but if a digression
lasts too long, bring the discussion back on track.
2. Temporarily “park” off-topic items in the “parking lot,” to be taken up later.
When a member brings up something that he or she thinks is worth discussing,
but is off the current topic, place that new topic or item on a separate board,
computer file, or piece of notepaper (sometimes referred to as the “parking lot”)
for consideration later. This accomplishes several things. It acknowledges the
member’s idea, which is supportive. It helps ensure that potentially important
topics are actually considered by the group and aren’t dismissed just because they
are off the current topic. Finally, it helps keep the group on track by encouraging
members to complete one topic before embarking on a new one. After the group
works its way through the agenda, it can then discuss the items in the parking lot.
3. Use summaries to make clear transitions between items.
Help the group make a smooth transition from one topic or agenda item to the
next by achieving closure on the current issue. You can do this by summarizing
what the group has decided or concluded, asking whether the summary is
adequate, and then checking to see whether the group is ready to move on: “So,
we’ve decided to add two sections to the Community Report Card, one on
Housing and one on Early Childhood, right?” [Maureen paused to make sure she
understood correctly.] “Now, let’s go on to the next topic, which is how we should
address the issue of poverty in our community.” [She paused again to give people
time to respond and shift gears.] Explicit transitions help keep the group on track.
Summaries followed by explicit commands are essential for teams that meet in
the wake of a crisis. These help the crisis management team get immediate clarity
and direction when dealing with a lot of information and high uncertainty. 19
4. Help the group manage its time.
Ideally, the group will address all or most items on the agenda, but members
can get so involved in the discussion that they lose track of time. Nothing is
more frustrating than running out of time before you have a chance to discuss
an issue important to you! It’s up to the designated leader to keep track of time
and monitor progress on the agenda: “We are only on our third agenda item,
with 15 minutes left. Are we ready to wrap this topic up, or would you rather
deal with the remaining agenda items at a special meeting next week?”

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