Group Discussion/ Future Workshops

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Primary Reference Source

Kensing, F and Madsen, KH (1991) Generating visions: future workshops and metaphorical design. In J Greenbaum & M King (Eds) Design at work -- Co-operative Design of Computer Systems. Lawrence Earlbaum, Hillsdale, NJ.

Summary description

Group discussions are based on the idea of stakeholders within the design process discussing new ideas, design options, costs and benefits, screen layouts etc., when relevant to the design process. Group discussions help to summarise the ideas and information held by individual members. The general idea is that each participant can act to stimulate ideas in the other people present, and that by a process of discussion, the collective view becomes established which is greater than the individual parts. The ‘future workshops’ concept is designed specifically to allow actors who are not used to having a voice in the discussion process to step forward.

A future workshop goes through three phases:

• Critique: the participants voice current problems and structure them so that a constructive outcome may be expected;
• Fantasy: the participants generate visions of the ideal future scenario;
• Implementation: the ‘visions’ are evaluated and a plan for future action is set up.

Typical Application Areas

Useful for obtaining opinions from a range of people who may not feel secure about voicing their opinions.

Benefits

Group discussions help to summarise the ideas and information held by individual members. The general idea is that each participant can act to stimulate ideas in the other people present, and that by a process of discussion, the collective view becomes established which is greater than the individual parts.

Limitations

Some individuals may not get the chance to air their views or may be inhibited by other group members, particularly colleagues or more senior staff. Some people may also not always think creatively in a group setting and prefer to be interviewed or to complete a survey form in their own time.

Resource requirements

Requires preparation on the part of the facilitator to make sure that the meeting focuses on the issues at hand. The facilitator should ideally be outside the process being discussed, but familiar with the issues being raised. A ‘safe’ situation should be set up so that participants may not be inhibited in voicing opinions which may contradict company policy.

Procedure

1. Decide on the objectives of the meeting and the participants required to take part in it.
2. When contacting the participants explain clearly what topics are to be discussed and the meeting format. Discuss the issue of confidentiality of the proceedings. Obtain agreement beforehand if any particular recording techniques are to be used e.g. video or audio recording.
3. Produce a timetable for the session and run a pilot session to check that the timetable is realistic. If background information is required from the group individuals, prepare a suitable questionnaire for administration either before or after the session.
4. During the session the facilitator should be active in formulating the themes for the discussion, and summing up the results at the end of each topic.

Practical guidance

• Create an atmosphere which is person-centred and non-evaluative.
• Provide participants with a simple form to complete personal details before the meeting starts. This can help provide an activity while any last minute setting up is required or if some participants are late arriving.
• Suggest some rules for the discussion and enforce these rules.
• Support the participants in the formulation of the problem, and guide the participants when necessary.
• Quash destructive behaviour as soon as you can identify it.
• Protect individuals whose ideas and comments differ from others in the group.
• Do not suggest solutions to the problem.
• Avoid evaluating proposed solutions.
• Ensure that all participants get an opportunity to contribute and that the proceedings are not dominated by any one person or group.
• If the group includes people with severe visual impairments, the group leader should wear bright clothes to make sure that he can be seen by all the participants.