Leading a Discussion
- Amit Starikovsky
- Jun 1, 2005
- 4 min read
Discussion is one of the most common, useful, and available tools for knowledge management. Managing a discussion implements the principles of knowledge sharing, distributing it to group members, and conducting group brainstorming that derives professional insights, which can be generalized beyond the specific discussion in which they were created. However, despite occasionally using this tool, we misuse it and conduct it ineffectively, making it difficult to achieve the desired outcomes. The main purpose of this review is to present several tips for effective discussion management.
A group discussion is a planned conversation between 3-10 participants on a pre-selected and pre-defined topic, led by a person knowledgeable in discussion facilitation methods. Its purpose is to enable the expression of opinions and enrich existing knowledge on the chosen topic, with emphasis, in this case, on peer learning. This is a highly effective way to:
Share different, sometimes opposing, opinions and viewpoints.
Generate interest in the organization's challenges and clarify how to address them.
Help organization members who are unaccustomed to knowledge sharing to share knowledge.
Create an informal atmosphere.
Allow even hesitant individuals to express their opinions and actively participate in the discussion.
Preparation for Discussion
It's important to come prepared for a discussion, like everything in life. Preparation is a complex process requiring consideration of many aspects, some seemingly esoteric, but forming an important component in the overall mass that creates a successful discussion:
The preferred seating arrangement is a circle, semi-circle, or U-shape. In this format, all group members are visually accessible to each other and can make eye contact, which is crucial for a productive discussion.
Ensure that the physical conditions in the venue are optimal: the room is neither too crowded nor too large, the chairs are in good condition, the room temperature is pleasant, and there is sufficient lighting. Proper physical conditions are essential for managing a discussion, just as food is essential for the body to produce energy. There is a tendency to underestimate and view them as secondary, but many studies indicate otherwise, and discussion participants attribute great importance to physical conditions.
Explicitly define the discussion topic. The topic definition should be focused – neither too broad nor too narrow.
Ensure that people are somewhat familiar with the topic and that it relates to their work. The more central and familiar the topic, the more productive, focused, and participatory the discussion.
Ensure that the topic you are discussing is not controversial. If you strategically choose a controversial topic, anticipate the main objections and arguments and suggest solutions. It is important to avoid a situation where a topic raised for discussion does not receive answers, as this could create barriers among participants for future discussions.
Ensure someone is summarizing the discussion.
Managing the Discussion:
Ensure you take an active part in the discussion. Leading by example always contributes.
Conduct an open discussion but avoid arguments.
Make a substantive contribution to the topic.
Ask questions to clarify and simplify topics—this will help those who don't fully understand and are afraid to ask to gain a deeper understanding of the subject under discussion.
Be brief and clear – short messages advance the discussion and contribute to effectiveness.
Leading the Discussion:
Making the group feel comfortable is important–ensuring everyone knows each other.
Allow everyone to express themselves. Ensure that the person speaking remains seated – some people will feel uncomfortable standing and speaking in front of a group, and sitting will encourage more people to participate in the discussion while feeling more comfortable.
Ensure that one speaker doesn't dominate the discussion. If there is a main "orator," try to pass the floor to someone else using phrases such as, "I notice you have a lot to say on the subject; perhaps someone else would like to express their opinion on the matter." It's important to avoid abrupt interruptions to discourage this speaker's future participation in the discussion.
Invite interested individuals to express their opinions. It is recommended that a "round of speakers" be avoided based on seating position.
Lead the discussion but don't dominate it, especially when a lively discussion arises.
Ensure that the topic being discussed is relevant to all participants. There is a tendency for "satellite discussions" to develop. These should be cut short, and the discussion should return to its original track using phrases such as: "I understand this topic is important, but given our limited time, we should stick to the main topic."
If you feel a central point has not been fully explored, return to it and dwell on it.
Adhere to the timeframe set. If not all topics raised have been exhausted, note this to the participants and in the report for the next meeting.
Maintain a high level of openness and encourage an informal atmosphere. Ensure the discussion remains relevant to everyone – don't let it drag on or become boring.
Briefly and quickly summarize the discussion so everyone feels that important insights and outcomes have emerged. At the end of the discussion, it is recommended to compile the insights that emerged, approach the people who contributed to their creation, validate them, and publish them (or add them to the organizational insights repository, if one exists).
This is a general overview. However, due to space limitations, we focused on key emphases and operational tools for managing the discussion. Adherence to these tools implements several important principles in knowledge management: knowledge sharing among group members, managing brainstorming to create insights, and integrating them into the organizational insights repository – thus generating new knowledge and contributing to the reuse of created knowledge.
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