Group-Interview:
Group-Interview: Let us deal with the quick and easy parts
first, before we get to Group Discussions. iMahal has a complete
section on Job Interviews. Although this information and guidance
is on job interviews, it applies equally well to your situation. We
are not aware of other websites that would offer relevant
information; however, it does not mean they don't exist. We are not
particularly familiar with Narsee Monjee Institute Of Management
Studies, so we shall refrain from making any comments on the
quality of its programs.
We know that an interview is a one-on-one discussion, and the
Group Discussion is many-on-many discussion. If the many-on-many
discussion is not managed to make it one-on-many, the results are
less than stellar. Sometimes the group discussion is moderated (for
example, in news programs on television) and sometimes it is not
moderated (for example, in jury deliberations, in class team
projects).
The advantage of a moderated group discussion is that the
participant knows what to talk about and when to talk about it -
obviously, when prompted by the moderator. The challenge to the
participant is to know the subject matter thoroughly and be
articulate in responding to questions and arguments. One must
become a good listener and be able to support or rebut the
arguments from others in the group. Thus, preparation for the
participant involves learning the subject matter, anticipating as
many questions and arguments as possible. Acquiring content
knowledge is a necessary step but not a sufficient step. You have
to practice applying the knowledge to various real and imaginary
situations/scenarios. It is the combination of acquisition and
application of knowledge that is paramount.
Group discussions, that are not moderated, pose additional
challenges. In additional to subject knowledge, one also has to be
careful about what to say and when to say it. In such a discussion,
just as in jury deliberations, a quasi-leader (that is, moderator)
often emerges as the discussion progresses. So what are the
appropriate rules of engagement in a group discussion? Since only
one person may emerge as the group leader, and that too only after
the discussion progresses, here are some guidelines that may be
helpful to all participants.
Guidelines for Non-Moderated Group Discussions
1. Stay focused on the topic. You share the responsibility to
make the group as productive as possible. Do not go off on
tangents, and if someone else does, try to bring the discussion
back on track.
2. Talk only when you have something useful to say. Avoid the
waste of "air time." Just because one talks a lot does not mean one
contributes a lot. Strike a careful balance between the quantity
and quality of talk. Your speaking contribution should either move
the discussion forward or change the direction of the
discussion.
3. Listen, Listen Listen. Do not get caught up with what great
things you can say. Recognize other people's contribution, before
you expect them to recognize yours. Continuity of discussion, and
thus progress, can be achieved only when participants "build on"
other's contributions. It does not mean you have to accept what
others say - challenge that by all means, if necessary - but listen
first.
4. One at a time, please! Only one person should talk at any
time, while all others listen carefully.
5. No side meetings. Do not talk to others, outloud or
whispering softly, when someone is talking to the group. If you
have questions or comments, ask the group.
6. Be polite, yet confident. No matter how right you think you
are, others' ideas at least deserve due consideration. Never utter
phrases such as: "You are wrong!" "That is so stupid!" "Dumbest
thing I have ever heard!" - even when you are 100% sure. Present an
alternative way of looking at the situation and let the group
support the right path forward.
7. Strive to become the group leader, BUT within reason. Sure,
being unofficially recognized by your peers in the group shows your
leadership qualities. Only one person can become that. Typically,
the group consensus emerges over time. One does not need to be
labeled a leader explicitly to acquire and discharge the expected
role. Most often, the group, through its behavior, implicitly
grants the role without verbally articulating it.
8. Leader, DON'T push it. Remember, the group had elected you,
whether implicitly or explicitly, the leader/moderator. The group
expects you to be fair to all participants while making progress.
Give everybody a fair chance to speak. Do not let anyone dominate
the air time. Draw out people who are quiet. Make it a dynamic
group.
Since you would be in an assessment environment, you will be
observed for not only what you contribute but also on how and when
you contribute.
One more item. Group discussions are typically on a topic or on
a scenario. You may not know the topic or scenario until the
discussion is actually set to begin. Acquire content knowledge for
all potential areas. As mentioned early, it the application of the
acquired knowledge that would prove useful. Practice, Practice,
Practice
Tips on interviews and Group Discussions1. In a group discussion
what should my objectives be and how should I achieve them?
2. Is it wise to take a strong stand either in favour or against
the topic right at the start of a Group Discussion ?
3. Is it a good strategy to try and be the first speaker on the
topic in a GD?
4. In an interview how does one handle the question "Tell us
about yourself?".
5. Is it better to have a longer selection interview or a
shorter one?
6. In the MBA entrance interview how do I justify my decision to
pursue the MBA programme? In a group discussion what should my
objectives be and how should I achieve them? In order to succeed at
any unstructured group discussion, you must define what your
objective in the group is. A good definition of your objective is -
to be seen to have contributed meaningfully in an attempt to
achieve the right consensus. The key words in this definition are
'seen', 'meaningfully', and 'attempt'. Let us understand what each
of these imply in terms of action points : The first implication is
that merely making a meaningful contribution in an attempt to
achieve consensus is not enough. You have to be seen by the
evaluator to have made a meaningful contribution in an attempt to
build the right consensus. In other words you must ensure that you
are heard by the group. If the group hears you so will the
evaluator. You must get at least some airtime. If you are not a
very assertive person you will have to simply learn to be assertive
for those 15 minutes. If you get cowed down easily in an aggressive
group, you can say goodbye to the business school admission. Many
GD participants often complain that they did not get a chance to
speak. The fact of the matter is that in no GD do you get a chance
to speak. You have to make your chances. The second important
implication is that making just any sort of contribution is not
enough. Your contribution has to be meaningful. A meaningful
contribution suggests that you have a good knowledge base, are able
to structure arguments logically and are a good communicator. These
are qualities that are desired by all evaluators. Many GD
participants feel that the way to succeed in a GD is by speaking
frequently, for a long time and loudly. This is not true. The
quality of what you say is more important than the quantity. Don't
be demoralized if you feel you have not spoken enough. If you have
spoken sense and have been heard, even if only for a short time, it
is usually good enough. You must have substance in your arguments.
Therefore, think things through carefully. Always enter the room
with a piece of paper and a pen. In the first two minutes jot down
as many ideas as you can. It pays to think laterally. Everybody
else will state the obvious. Can you state something different? Can
you take the group ahead if it is stuck at one point? Can you take
it in a fresh and more relevant direction? You may like to dissect
the topic and go into the underlying causes or into the results.
One way of deciding what sort of contribution is meaningful at what
point of time is to follow two simple rules. First, in times of
chaos a person who restores order to the group is appreciated. Your
level of participation in a fish market kind of scenario can be
low, but your degree of influence must never be low. In other words
you must make positive contributions every time you speak and not
speak for the sake of speaking. The second rule is applicable when
the group is floundering. In this situation a person who provides a
fresh direction to the group is given credit. The third implication
is that you must be clearly seen to be attempting to build a
consensus. Nobody expects a group of ten people, all with different
points of view on a controversial subject to actually achieve a
consensus. But did you make the attempt to build a consensus? The
reason why an attempt to build a consensus is important is because
in most work situations you will have to work with people in a
team, accept joint responsibilities and take decisions as a group.
You must demonstrate the fact that you are capable and inclined to
work as part of a team. What are the ways that you can try to build
consensus? First, you must not just talk, you should also listen.
You must realize that other people also may have valid points to
make. You should not only try to persuade other people to your
point of view, but also come across as a person who has an open
mind and appreciates the valid points of others. You must try and
resolve contradictions and arguments of others in the group. You
must synthesize arguments and try and achieve a unified position in
the group. Try to think of the various arguments of your's and
others' as parts of a jigsaw puzzle or as building blocks of a
larger argument for or against the topic. Try and lay down the
boundaries or the area of the discussion at the beginning. Discuss
what the group should discuss before actually beginning your
discussion. This will at least ensure that everyone is talking
about the same thing. Try and summarize the discussion at the end.
In the summary do not merely restate your point of view; also
accommodate dissenting viewpoints. If the group did not reach a
consensus, say so in your summary. You must carry people with you.
So do not get emotional, shout, invade other people's private
space. Do not bang your fist on the table except in extreme
circumstances. If you have spoken and you notice that someone else
has tried to enter the discussion on a number of occasions and has
not had the chance to do so maybe you could give him a chance the
next time he tries. But do not offer a chance to anyone who is not
trying to speak. He may not have anything to say at that point and
you will just end up looking foolish. The surest way of
antagonizing others in the GD as well as the examiner is to appoint
yourself as a de facto chairperson of the group. Do not try to
impose a system whereby everyone gets a chance to speak in turn. A
GD is meant to be a free flowing discussion. Let it proceed
naturally. Do not ever try to take a vote on the topic. A vote is
no substitute for discussion. Do not address only one or two
persons when speaking. Maintain eye contact with as many members of
the group as possible. This will involve others in what you are
saying and increase your chances of carrying them with you. Do this
even if you are answering a specific point raised by one person.
One last point. You must not agree with another participant in the
group merely for the sake of achieving consensus. If you disagree,
say so. You are not there to attempt to build just any consensus.
You have to attempt to build the right consensus.
TOP
Is it wise to take a strong stand either in favour or against
the topic right at the start of a Group Discussion ? In theory yes.
If you believe something why shouldn't you say so? If we are
convinced about something our natural response is to say so
emphatically. However in practice what is likely to happen if you
take a very strong and dogged stance right at the beginning of the
interview is that you will antagonise the people in the group who
disagree with you and will be unable to carry them with you and
convince them of the validity of your argument. We therefore
recommend that after you hear the topic you think about it for a
minute with an open mind and note down the major issues that come
to your mind. Don't jump to any conclusions. Instead arrive at a
stand in your own mind after examining all the issues in a balanced
manner. Only then begin to speak. And when you do so outline the
major issues first and only then state your stand. In other words
give the justification first and the stand later. If you were to
state your stand first chances are that the others in the group who
disagree with your stand will interrupt to contradict you before
you can elaborate on the reasons why you have taken that stance. In
this situation the evaluator will only get an impression of what
you think and not how you think. Remember you are being evaluated
on how you think and not what you think. TOP
Is it a good strategy to try and be the first speaker on the
topic in a GD? In most GD's the opening speaker is the person who
is likely to get the maximum uninterrupted airtime. The reason is
simple - at the start most other participants in the GD are still
trying to understand the basic issues in the topic, or are too
nervous to speak and are waiting for someone else to start.
Therefore the evaluators get the best chance to observe the opening
speaker. Now this is a double edged sword. If the opening speaker
talks sense naturally he will get credit because he opened and took
the group in the right direction. If on the other hand the first
speaker doesn't have too much sense to say, he will attract the
undivided attention of the evaluators to his shortcomings. He will
be marked as a person who speaks without thinking merely for the
sake of speaking. As someone who leads the group in the wrong
direction and does not make a positive contribution to the group.
So remember speaking first is a high risk high return strategy. It
can make or mar your GD performance depending how you handle it.
Speak first only if you have something sensible to say. Otherwise
keep shut and let someone else start. TOP
In an interview how does one handle the question "Tell us about
yourself?". An often asked opening question. Perhaps the most
frequently asked question across interviews. Your opening statement
needs to be a summary of your goals, overall professional
capabilities, achievements, background (educational and family),
strengths, professional objectives and anything about your
personality that is relevant and interesting. This question
represents an opportunity to lead the interviewer in the direction
you want him to go e.g., your speciality or whatever else you may
wish to highlight. Your intention should be to try to subtly
convince the interviewers that you are a good candidate, you have
proved that in the past, and have a personality that fits the
requirement. Remember that the first impression you create will go
a long way in the ultimate selection. Keep in mind, most candidates
who are asked this question just blurt out their schooling,
college, marks and qualifications. All this is already there in the
CV. Why tell the interviewer something he already knows? A final
word on approaching this question. Once you have said what you have
to say - shut up. Don't drone on for the sake of speaking for you
just might say something foolish. Sometimes interviewers don't
interrupt in order to give the candidate the impression that he has
not spoken enough. This is just a stress inducing tactic. Don't
fall for it, if you feel you have spoken enough. In case the pause
gets too awkward for you just add something like, "Is there
something specific that you wish to know about me?" TOP
Is it better to have a longer selection interview or a shorter
one? The length of an interview in no way is an indicator of how
well an interview went. This is especially so when there are a
number of candidates to be interviewed for example in the civil
services interview or the MBA entrance interview. In the past a
number of candidates have reported varying lengths of interviews.
Nothing positive or negative should be read into this. An interview
is only a device whereby the panel seeks information about the
candidate. Information that will help the panel decide whether or
not the candidate should be selected. If the panel feels that it
has gathered enough information about the candidate in 15 minutes
of the interview commencing and that it has no further questions to
ask the interview will be terminated in 15 minutes. If on the other
hand the panel takes an hour to gather the information required to
take a decision the interview will last for an hour. In either case
the decision could be positive or negative. It is a fallacy to
believe that interview panels take longer interviews of candidates
whom they are more interested in. No panel likes to waste its time.
If an interview is lasting longer than usual then it only means
that the panel is seeking more information about the candidate in
order to take a decision. TOP
In the MBA entrance interview how do I justify my decision to
pursue the MBA programme? When you are asked this for God's sake
don't tell the panel that you are looking for a "challenging job in
a good firm with lots of money, status and glamour". That is the
first answer that most candidates think of. Unfortunately it is the
last answer that will get you admission. In the answer to a direct
question on this subject you must convey to the interview panel
that you have made a rational and informed decision about your
career choice and your intended course of higher study. There are
broadly six areas which your answer could touch upon : Career
Objectives : You could talk about your career objectives and how
the two year MBA programme will help you achieve them. This implies
that you have a clear idea of what your career objectives are and
how you wish to achieve them. For example you may want to be an
entrepreneur and wish to set up your independent enterprise after
doing your MBA and then working for a few years in a professionally
managed company. You could explain to the panel that the MBA
programme will provide you with the necessary inputs to help you
run your business enterprise better. But then you must be clear
about what the inputs you will receive in the MBA programme are.
Value Addition : That brings us to the second area that your answer
should touch upon. What is the value you will add to yourself
during your two year study of management. Value addition will
essentially be in two forms knowledge and skills. Knowledge of the
various areas of management e.g. marketing, finance, systems, HRD
etc. and skills of analysis and communication. You will find it
useful to talk to a few people who are either doing their MBA or
have already done it. They will be able to give you a more detailed
idea of what they gained from their MBA. Background : Remember,
there must be no inconsistency between your proposed study of
management and your past subject of study or your past work
experience. If you have studied commerce in college then management
is a natural course of higher studies. If you are an engineer this
is a tricky area. You must never say that by pursuing a career in
management you will be wasting your engineering degree. Try and say
that the MBA course and your engineering degree will help you do
your job better in the company that you will join. But then you
should be able to justify how your engineering qualification will
help. Opportunities and Rewards : You could also at this stage
mention the opportunities that are opening up in organizations for
management graduates. Highlight with examples. At the end you may
mention that while monetary rewards are not everything they are
also important and MBAs do get paid well. You must not mention
these reasons as your primary motivators even if that may be the
case. GD-InterviewsIt is a discussion by a group of people. The
discussion involves an exchange of thoughts and ideas among members
of the group. Group Discussions are largely used in the selection
process for admissions into institutes, where there is a high level
of competition. The number of participants in a group can vary from
8-15 people. In most cases a topic or a situation will be given,
and the group members will have to discuss it within a given period
of time.
Reasons for employing a GD
Value for time
GD helps in forming an opinion about a large number of
candidates in a short period of time on a common platform.
Skills assessment
GD helps in assessing certain skills that cannot be evaluated
even in a personal interview (leave alone the written application
form etc.). These skills include team membership, leadership
skills, listening and articulation skills etc.
What is checked in a GD
All that one observes in a GD can be categorized into two broad
areas: - The Content and the Process.
The content is all about 'what' or the 'matter' spoken in the
GD. Whereas, the process refers to the 'how', 'when' and 'why' of
the GD.
Both are equally important and need adequate attention at all
stages.
High quality contribution by one with no regard to the 'process'
is as suicidal as another's contribution, which is high on
packaging with little content.
Critical Success Factors in a GD
Cognitive skills or knowledge
The most important aspect of your contribution to a GD is the
Quality of Content (QOC), which is reflected in the points you
speak and knowledge of the relevant subject you have, the
supportive examples you give and data you generated etc.
Comprehension of core idea
It is essential to deliver a high quality content. But to do
that , you should speak on the topic and not deviate. It is checked
whether you have identified the crux of the problem or not and
whether the solutions you are offering is relevant to the problem
or not.
Logical reasoning
It includes understanding the topic, generating quality
arguments, analysis and a progressive approach to a justifiable
conclusion. This is one of the necessary attributes to be seen in
an influential participant. Such people convey an impression of
open minded and logic driven rather than that of an opinionated
individual.
Behavioural and Personality Skills
This includes certain attributes like rapport building, team
membership, participation, patience, assertion and accommodation,
amenability, leadership etc,. that are assessed during a GD.
Communication Skills
You should be able to articulate your thoughts properly and you
should also be able to understand what others are trying to tell
you.
Clarity of thought
In whatever you are articulating, are you following logical
sequence/ order or is that you are presenting the points in some
bits and pieces.
Body Language and Eye Contact
These are some tools which check your level of confidence and
whether you can work together effectively in group or not.
Types of Group Discussions
Structured (or Default) GD
1. A structured GD is one that is most commonly used.
2. The group is given a topic for discussion with 10 to 20
minutes for discussion. The topic can be anything going under the
sun.
3. There is no leader appointed for the group and the brief may
or may not include anything but the topic for discussion. Here the
topic of discussion is clearly defined and students know what is
the objective of discussion.
Unstructured GD
1. Unstructuredness can be built into a discussion wherein no
clear instructions are given. So first of all, the students have to
decide as to what is to be done.
2. The panel expects the group to achieve some objective(s)
during the course or by the end of the GD, but here the objectives
are to be decided by the group itself and not given by the
observer.
These might include tasks such as choosing the topic for
discussion, appointing the leader or a chairman etc. TopThe
Interview
An interview is a face-to-face meeting, especially for the
purpose of obtaining a statement or for assessing the qualities of
a candidate.
An interview tries to obtain a statement or opinion, as is done
for e.g. when film stars are interviewed to get their views on any
particular role, or when the Prime Minister is interviewed to get
statement on the result of his discussion with another political
leader. So as a student going for interviews of management schools,
we need to understand the various topics of general interest in
details and should be able to discuss them intelligently.
Another purpose of the interview is to assess a person on
various personal attributes like honesty, integrity, communication
skills, ability to handle pressure, ability to plan for oneself,
etc.
Must to do before an Interview
Learn about the Institute
Refresher on the subjects of you graduation or of general
interest.
Tips for the Interview
1. Entering the room
Prior to opening the door, adjust your attire so that it falls
well.
If the members of the interview board want to shake hands then
offer a firm grip maintaining eye contact and a smile.
Seek permission to sit down.
Diffuse the tense situation with a light-hearted humour and
immediately set a rapport with the interviewers.
2. Lead the Interview
A good interviewee would be quick to settle and begin to lead
the interviewers.
3. Enthusiasm
The interviewer normally pays more attention if you display an
enthusiasm in whatever you say.
You should maintain a cheerful disposition throughout the
interview i.e. a pleasant countenance holds the interviewers
interest.
4. Be Brief
5. Don't Bluff - be honest
6. Humor- humor tends to break the monotony and puts every one
at ease and also generates interest and enthusiasm.
7. Interviewer fatigue
Mostly interviews are conducted the whole day leading to
fatigued minds.
A little humour as a starter will ease the fatigued minds.
However, if you do not have the knack of humour, it is better not
to get into it.
You must be proactive in offering information about yourself as
the interviewers will be willing listeners.
8. Be well mannered: show courtesy
9. Avoid slang
10. Be poised
11. Ask Question, if necessary
12. Eye Contact- maintain good eye contact with the persons
interviewing you.
13. Listen carefully and answer to the point.
14. Be natural, do not pretend that you are somebody else.
Preparing for tests, group discussions and interviews Interviews
usually consist of one or more of the following tests:
Aptitude test Technical test Group discussion Psychological test
Personal interview Technical interview Some useful tips/checklists
for each stage are given below.
Aptitude test
Most aptitude tests for software professionals check for
quantitative, reasoning and verbal abilities. They will usually be
multiple choice type question papers.
Reading up mathematics textbooks and dictionaries just before
the test will not help much. These abilities are cultivated over a
long period of time - most questions are based on what you studied
in high school.
Practice tests can help a lot. Get hold of a few practice tests
and do them 2-3 days before the actual test.
Don't panic on the day of the test - you will do your best if
you are not worried. Aim at achieving as much as you did in the
practice tests.
Try to finish as many questions as possible, if you are stuck on
a difficult problem - leave it aside and proceed to the next
one.
Technical test
Technical tests will examine your ability in your skill area.
They would usually be for about 2 hours.
Tests will test your fundamentals in the skill area, some of the
questions will be quite tricky. Try to get a good book in the
subject area and refresh your fundamentals.
Practice tests can help a lot. Get hold of a few practice tests
and do them 2-3 days before the actual test.
Don't panic on the day of the test - you will do your best if
you are not worried. Aim at achieving as much as you did in the
practice tests
Try to finish as many questions as possible, if you are stuck on
a difficult problem - leave it aside and proceed to the next
one.
Group discussion
Group discussions are meant to judge your communication and
interpersonal abilities. The observers will be looking for verbal
and non-verbal skills, clarity of thought, leadership abilities and
other interpersonal skills. Usually a current topic will be taken
up and a group of 8-12 people will be asked to discuss the
topic.
There is no need to prepare on specific topics. If you read the
newspapers - it should be enough.
You do not have to be the first to speak out to be noticed. It
is often better for someone else to begin the discussion. However,
if you are very well informed on the topic it might be a good idea
to set the ball rolling.
Listen carefully to what others are saying. It is a good idea to
quote others when you speak while supporting, building or even
criticising them. Be natural and talk normally and be yourself - it
always gives the best results.
Psychological test
Psychological tests are used to mainly determine your personal
attributes. They will usually be multiple choice type question
papers.
There are no right or wrong answers to psychological tests - it
is your opinion!
Avoid trying to fool tests, they are usually designed to ask the
same questions in different ways again and again. If you are
manipulating, the results will show inconsistencies and the
observer might choose to ignore the test or administer another
test.
Personal interview
Personal interviews are usually conducted by Human Resources
professionals. They will be trying to understand you as a person
and your motivation for joining the company.
"Tell us something about yourself" is perhaps the most common
first question asked in non-technical interviews. It might be a
good idea to prepare a brief opening statement and be ready for the
question. It will be a good idea to mention your education, jobs
and interest in applying in your opening statement.
Interviewers will often have gone through your resume in detail,
be prepared to explain any statement made in your resume.
Answer all questions directly and honestly, it is not a
trial!
Don't try to mask all your weaknesses - all human beings have
them and so does the person interviewing you.
"Why do you want to change a job" is another common question, be
prepared for it. Honestly answer the question, if you are trying to
get a better salary - say so. The lesser you conceal your motives -
the easier it will be for the interviewer to make a decision.
Keeping the interviewer in suspense will only lead to a
postponement in decision - not a favourable decision.
Appearance is important - dress formally or as you will usually
for an important occasion.
Appear at least 10 minutes before the interview. It makes a good
impression and you also get some time to get used to the
surroundings.
Technical interview
Technical interviews are usually conducted by a senior technical
professional - usually the senior most in your functional area. It
will aim at assessing your technical abilities.
Technical interviewers will often have gone through your resume
in detail. They will ask you specific questions on the skills
claimed by you and details of your projects.
If your claimed skills do not match your work experience - the
interviewer will be confused and will ask you a question such as
"Which area are you most confident in? ". Answer "Which area are
you most confident in ?" honestly and back up by saying why you
feel confident about it.
Sometimes the interviewer may not have had the time to go
through your experience and skills and may still ask "Which area
are you most confident in ?". In that case, draw his attention to
the skill area mentioned which you are most proficient in and the
most relevant project carried out by using that skill.
If you do not have the right answer to something -say so. No
person knows everything ! You are expected to answer most of the
questions - not all.
Usually, the technical interviewer will begin with simple
questions and proceed to more complex ones. Be sure you get the
first few right - otherwise the interview will get terminated very
soon!
Technical and personal interviews may be carried out
simultaneously by a panel. Try to speak more to the interviewer you
are confident with - it will give you a support quarter in the
panel.
There may be several round of interviews ending with the CEO of
the company. The final interview will be to merely confirm your
selection, however, sometimes the CEO may make an exception. Be
prepared, don't be over confident.
GUIDE TO THE PREPARATIONAND CONDUCT OF GROUP INTERVIEWS
Basic PrinciplesAdvantages / DisavantagesBasic Rules and
Conditions to Observe
Selection of Participants
Choosing a Moderator
Structure Organization and Conduct of an Interview
Key Elements of Moderation
BASIC PRINCIPLESGroup interview is an effective information
collection technique if used with small groups. The more
homogeneous the persons selected for a discussion group the more
successful the exercise is likely to be. CONTEXTS IN WHICH GROUP
INTERVIEWS CAN BE USED
The group interview is one means of collecting information. It
is very different from such forms of information collection as the
questionnaire which we designed to identify opinion trends in a
large population. The group interview is particularly useful in the
following three circumstances:1) in evaluation planning, in order
to define the issues and identify key questions with as little room
for doubt as possible;2) when analyzing data collected by elaborate
and sophisticated survey methods in order to confirm and further
investigate the conclusions drawn from the analysis;3) as a quick
means of clarifying a situation or of getting more information in
order to answer questions raised by decision-makers; it is
therefore particularly useful in programme or activity planning.
Conferences and seminars bringing together large numbers of people
with the same interests, occupation or skills are occasions on
which the group interview technique can be used quickly and at
relatively moderate cost. When this technique is used for a
sufficiently large number of small groups to constitute a
representative sample of a given population, it may be considered
that the information obtained is correct; caution should, however,
be exercised before making generalizations from the conclusions
drawn. In any case, one group alone should never be considered
enough to cover one particular subject adequately.
ADVANTAGESDISADVANTAGES
Quickly organized and implemented. Moderate cost in comparison
with other in-depth survey techniques. More opinions, behavioural
attitudes and feelings about particular subjects collected than by
any other survey method. The information obtained is extremely
precise and very detailed. Interactions and influences among the
persons concerned by a specific programme or activity are revealed.
Factors of agreement or disagreement are identified. The evaluator
can analyze replies, explore particular subjects and bring out
unsuspected facts; great flexibility in the way questions are
asked. Difficult to direct and control the discussion. Difficult to
ensure homogeneity if there are several groups. The information
obtained cannot really be generalized and is difficult to analyze.
Highlights strongly biased and often contradictory opinions; a
person with a strong personality can dominate the discussion. It is
difficult to select persons and bring them together as a group in a
place suitable for the interview.
Basic Rules and Conditions to Observe
If group interviews are to be effective and useful, several
factors must be taken into account when they are being prepared and
in progress. These factors must be combined to make the discussion
as open as possible and produce as much information as possible on
a given subject. Selection of participantsThe main factor in
selecting the members of the discussion group is knowledge of a
given subject. An attempt must also be made to form a homogeneous
group in which differences such as social and economic level, age
and sex will not make group members feel ill-at-ease and prevent
them from concentrating on the topic. One may form several groups
which are homogeneous as individual units but slightly
heterogeneous in relation to each other. But as a rule one should
try to select for group interviews people who have very much the
same experience, knowledge and occupation. Participants may be
selected for a discussion group at random from a body of people
such as participants in a conference, for example. The following
criteria may be used to select the participants:- knowledge of the
field and subject to be discussed;- homogeneity at the professional
level;- similar social and economic contexts;- same age group; etc.
The number of participants must be small enough (minimum of four)
to allow each person to speak, and big enough (maximum of ten) for
a variety of opinions to be obtained. There are three main stages
in the process of selecting participants for a discussion group:1)
The first stage is to compile a list of persons who seem at first
sight to meet the selection criteria. The proportion of persons who
really meet the selection criteria varies considerably depending on
the fields covered by the discussion and the circles from which
individuals are selected. In general, a basic list of about three
times more than the number of people required should be drawn up. A
list of conference participants is often a ready-made basis of
selection as the event itself is a homogenizing factor. 2) The
second stage is to get in touch with those persons to find out if
they really are familiar with the topic and meet the criterion of
homogeneity, and then if they would agree to participate in a
discussion group. This selection should preferably be done by
telephone, systematically, using a contact sheet. It is
complicated, difficult and very slow to contact and select people
by mail, and interaction enabling decisions regarding the
participation of each person contacted to be made quickly is
impossible. Fax reduces the difficulties and delays and permits
sufficiently rapid interaction, but remains nonetheless a difficult
medium. If one wishes to take advantage of a conference, the
participants may also be selected at the venue of the conference
itself, while it is in progress; but this requires planning. It is
therefore necessary to determine beforehand when and how the
participants will be contacted during the conference (short
questionnaire to be distributed, brief announcement during a
plenary meeting, etc. ), the times when the interviews will be
held, and the physical space required. 3) The third stage is to
confirm the venue, date and time of the interview with those
persons who have agreed to participate in a group discussion. This
confirmation is generally given in writing. In a conference
setting, direct contact is important when inviting the persons
selected. When possible, it may be very helpful to include the
group interviews in the planning of the conference. That means
getting in touch with potential participants, making a selection
and informing the persons selected of the date and venue of the
interviews well before the conference is held. This planning may
even include budgetary provisions to allow the persons selected to
extend their stay if the interviews are to be held outside the
formal framework of the conference.
Example of a contact sheet used in contacting and selecting
participants:___________________________________________________________________Particulars
of person contacted:Name: Telephone N: Address:Date: Introduction
of interviewer:Hello, my name is...I work at (organization or
administrative division, etc. ) Presentation of the subject:I am
doing a survey on (e. g.: results obtained in technical and
vocational education projects implemented in countries x, y and z)
I should like to ask you a few questions. It will only take five
minutes. Selection: (Selection criteria may vary and may have been
agreed according to the objectives of the evaluation)1) Are you
familiar with these projects? O Yes (If yes, move on to question No
2)O No (If no, end the conversation and thank the person)2) Are you
directly involved in the projects because of your job?O Yes (If
yes, move on to question No. 3)O No (If no, end the conversation
and thank the person)3) How many years have you worked in this
field? (criteria of age and expertise)O 0 to 2 years (end the
conversation and thank the person)O 3 to 5 years (put in this
category and move on to question No. 4)O 6 to 10 years (put in this
category and move on to question No. 4)O 10 years or more (put in
this category and move on to question No. 4)4) What was your
employment status for most of the time you have worked in this
field (put in the appropriate category and move on to question No.
5)O Self-employed professionalO Employed by a private firmO
Employed by a public bodyInvitation to a group interview:5) There
is to be a discussion among specialists in your field on the
usefulness of the results of the projects implemented and on
factors that should be taken into consideration for future
projects. That discussion is to be held at (venue) , on (date) .
Would you be interested in taking part?O Yes (move on to question
No 6) O No (end the conversation and thank the person) 6) I will
send you written confirmation of the arrangements. Is your address
(see address given at the top of the sheet)?O Yes O No (write in
the new address) If you wish to have more information, you may call
me at: (telephone number) Thank you for your
co-operation.____________________________________________________________________
Choosing a ModeratorTo conduct a group interview the moderator
needs certain specific qualities which must be applied
even-handedly. If the evaluator does not have such qualities, he or
she should ideally give way to a qualified person and act as
assistant. The moderator of a group interview must: have minimum
knowledge of the field or subject discussed; be able to use common
sense and logic; be imaginative as well as able to refer to a
preconceived frame of reference; be lively while remaining very
neutral; step in frequently, while being attentive to what others
are saying; be capable of summing up without losing sight of
shadings of opinion. The Structure of an InterviewIn preparing the
questionnaire, composed of a maximum of ten key questions, for the
interview, the rules followed in preparing any other type of survey
questionnaire must be observed. If the group interview is intended
to complement or confirm the findings of a survey by questionnaire,
the questions must be formulated at two levels:1) on the basis of
the questions on the existing questionnaire;2) by formulating new
questions that are linked to the existing questionnaire but are
based on the conclusions obtained. If the group interview precedes
a more exhaustive survey, it might be both helpful and time-saving
to prepare questions for the group interview and the survey
questionnaire in tandem. The Organization and Conduct of the
InterviewParticular attention must be paid to the need for the
discussion to focus quickly on very specific aspects of the topic.
Interview questions must start with general aspects but move on
quickly to specific ones. The opening question is usually very
general, open and neutral, and must elicit a response from each
participant in the interview. Example: Do you think that the
projects implemented in the field of technical and vocational
education have helped the countries concerned to improve the skills
of their labour force?Subsequent questions must make the discussion
focus quickly on particular aspects. This is the severest test of
the moderators skill, for while following the logical sequence of
the questions prepared beforehand, he or she must focus the
discussion while allowing the participants to express themselves
clearly. The moderators main concerns are to get the discussion off
the ground without making participants feel ill-at-ease and to
interrupt the discussion without upsetting them. The moderator must
establish himself or herself unmistakably as the leader of the
discussion and must never abandon this role, even partly, to one of
the participants. This is important, for if during an interview
lasting three hours at most eight persons have to answer ten
questions prepared beforehand, each person has only two minutes 25
seconds to answer each question. Ideally, the evaluator, if he or
she is also the moderator, should be accompanied by someone to take
notes or vice-versa. It is very difficult to conduct an interview
in a lively way and at the same time write down the content of the
discussions and also pay attention to the interplay of looks, tone
and gestures, which all qualify the participants actual words,
assist the moderator in directing the discussion and must be noted.
It may be very useful to record the interview, but all the
participants must agree to this, and the recording must be managed
in such a way that it does not inhibit discussion. The moderator
should always be able to stop the recording as he or she sees fit.
That goes hand in hand with the need to make people feel at ease in
each others company and to maintain an atmosphere of trust. The
physical environment can be very important in creating an
atmosphere that encourages participants to exchange their views.
Each participant must therefore be able to see the others and
exchange looks easily. Here are examples of the seating
arrangements usually used for group interviews.
Key Elements of Moderation Start the meeting with a very short
word of welcome and by introducing the moderator and the assistant;
go around the table for everyone to say who they are: this making
acquaintance is essential; state clearly and frankly the objective
sought and the rules of the discussion; stress that everyone must
say what they think, holding nothing back; start the discussion
with a question that puts all the participants at ease; get the
participants to discuss the substance of the topic as quickly as
possible; bring each person into the discussion as quickly as
possible; give all the participants equal speaking time; adapt the
interview plan to developments in the discussion, taking care to
keep sights on the objective and to focus discussion on the key
topics; use a coffee break to ease the atmosphere, if necessary;
accept all comments and replies in a neutral manner without having
any reaction that would suggest that the moderator is biased one
way or the other; avoid any form of verbal, visual or corporal
reaction to the participants replies and comments; ask questions in
a neutral and controlled tone of voice so as not to reveal any
bias; make use of pauses in the discussion; someone will speak,
after a few seconds; make use of comments by the leaders by
interrupting them and encouraging other participants to react to
them; use differences among the participants to bring out divergent
opinions.
http://www.unesco.org/ios/eng/evaluation/tools/outil_05e.htmlEight
Tips to Managing a Group Discussion
Many people become uneasy at the thought of leading a meeting or
a group discussion. What if nobody talks? What if someone talks too
much? Here are eight tips to guiding a fruitful discussion:
1. Watch who you watch. When someone else is talking, look at
the other people in the room instead of at the speaker. This
creates a feeling of greater inclusiveness.
2. Don't respond to every statement. Wait for others in the
group to comments. If no one does, ask, "Are there any reactions to
that?"
3. Keep control. If somebody talks too long, cut him or her off
with: "I think I'm losing track of the point you're making. Can you
state it in 20 words or less?"
4. Step off center. If you're running the meeting from a stage
or podium, you can encourage interaction by identifying a topic,
asking a question and then moving away from the center of the
stage.
5. Let others answer questions. When someone directs a question
to you, redirect it back to the group: "Before I answer that, let's
see what someone else might say."
6. Think "I," not "we." Encourage people to take ownership of
their thoughts and opinions. If someone says "We all think
that...." ask if literally everyone in the room believes that or if
it's just the speaker's personal opinion.
7. Use a flipchart to track progress. When you record ideas
generated or topics covered, people in the meeting will have a
sense of accomplishing something.
8. Summarize. Every so often, pause to ask the group, "Where are
we at this point? Where do we need to go from here?"
GROUP DISCUSSION
A group discussion (GD) is a simulated exercise, where you
cannot suddenly put up a show, since the evaluators will see
through you easily. In this page you can find tips on GD and how to
handle them to ensure a positive outcome.
Here's how most group discussions work:
Normally groups of 8-10 candidates are formed into a leaderless
group, and are given a specific situation to analyze and discuss
within a given time limit.
The group may be given a case study and asked to come out with a
solution for a problem.
The group may be given a topic and asked to discuss on the
same.
A panel will observe the proceedings and evaluate the members of
the group.
OBJECTIVE
Lets start from the basic. One needs to know what one's
objective in the group is. A good definition of your objective is -
to be noticed to have contributed meaningfully in an attempt to
help the group reach the right consensus. What does this
essentially mean?
1. The first implication is that you should be noticed by the
panel. Merely making a meaningful contribution and helping the
group arrive at a consensus is not enough. You have to be seen by
the evaluating panel to have made the meaningful contribution. What
does that mean in practice?
You must ensure that the group hears you. If the group hears
you, so will the evaluator. That does not mean that you shout at
the top of your voice and be noticed for the wrong reasons.
You have to be assertive. If you are not a very assertive person
you will have to simply learn to be assertive for those 15 minutes.
Remember, assertiveness does not mean being bull-headed or being
arrogant.
And most importantly, you have to make your chances. Many group
discussion participants often complain that they did not get a
chance to speak. The fact is that in no group discussion will you
get a chance to speak. There is nothing more unacceptable in a GD
than keeping one's mouth shut or just murmuring things which are
inaudible.
Participate in as many practice GDs as possible before you
attend the actual GD. There is nothing like practice to help you
overcome the fear of talking in a GD.
2. The second important implication is that making just any sort
of contribution is not enough. Your contribution has to be
meaningful. A meaningful contribution suggests that
You have a good knowledge base
You are able to put forth your arguments logically and are a
good communicator.
The quality of what you said is more valuable than the quantity.
There is this myth amongst many group discussion participants that
the way to succeed in a group discussion is by speaking loudly and
at great length. One could not be more wrong. You must have meat in
your arguments.
Therefore, think things through carefully.
Always enter the room with a piece of paper and a pen. In the
first two minutes jot down as many ideas as you can.
When you jot down points, keep these pointers in mind.
If it is a topic where you are expected to take a stand, say for
example, "Should India sign the Comprehensive Test Ban Treaty?"
note down points for both sides of the argument. It will be useful
on two counts -
One, if you do not start the GD and are not amongst the first
five speakers and find that everyone in the group is talking for
the topic, then it makes sense to take the alternate approach and
oppose the topic even if you initially intended to talk for the
topic.
Second, it helps to have a knowledge of how group members who
take a stand diametrically opposite to yours will put forth their
argument and be prepared with counter arguments for that.
Everybody else will state the obvious. So highlight some points
that are not obvious. The different perspective that you bring to
the group will be highly apprecaited by the panel.
However, be careful that the "something different" you state is
still relevant to the topic being debated?
Can you take the group ahead if it is stuck at one point?
Can you take it in a fresh and more relevant direction?
These are some of the other factors that could swing the chances
completely in your favour.
The third implication is that you must be clearly seen to be
attempting to build a consensus.
Gaining support or influencing colleagues is the mantra adopted
by many a successful Business Leaders.
Nobody expects a group of ten people, all with different points
of view on a controversial subject to actually achieve a consensus.
But Did you make the attempt to build a consensus?
The reason why an attempt to build a consensus is important is
because in most work situations you will have to work with people
in a team, accept joint responsibilities and take decisions as a
group.
You must demonstrate the fact that you are capable and inclined
to work as part of a team.
Group Discussion (GD) is a logical extension of the admission
tests to assess a candidates overall personality. His/her in-depth
understanding of the topic, self-confidence, attitude (rigid or
flexible temperament) and initiatives in the discussion, presence
of mind in crisis management and speaking etiquette are on test.The
strength of a group usually varies between eight and twelve. Unlike
the candidates in the written test the group here is homogeneous in
terms of proficiency level, since they have crossed the first
hurdle, the written test.A candidate has to discuss a general topic
ranging from socio-economic to political issues in about 20 to 25
minutes to amicably conclude the discussion. Ones success
essentially hinges on how effectively he or she communicates to
deal with the most complex thing in this world i.e., human
relationship. One must accentuate the stronger points and abandon
the weaker sections. Self-knowledge, rigorous and sustained
practice coupled with awareness of non-verbal skills will lead to a
winning performance.Our body expresses many different emotions
subconsciously. If a speaker is immensely interested in the
subject, truly believes in what is said, and honestly wants to
share views with others, the speakers physical movements will be
naturally spontaneous and appropriate to what is said. Body
language has a direct influence on the responses elicited from
those around. Therefore, the speaker must be aware of the
importance of body language to ensure that there should not be any
mismatch with the verbal communication.Remember "GD" is often
undermined by lack of preparation. One should be regularly in touch
with national and international current events, debates programs on
TV channels, articles and editorials in dailies, magazines and news
portals to accumulate ones knowledge and consolidate ones views on
everything happening around. Unflinching faith, strong commitment
and solid implementation plan will see one through the group
discussion.
Dos
1. During discussion make sure that you speak at least five or
six times, contributing meaningfully towards discussion. The
initial impression your appearance makes is immediately confirmed
or contradicted by your voice and words.
2. Put your views persuasively, unobtrusively and modulate your
voice accordingly.
3. Be courteous, clear and appear confident to command
respect.
4. Have a good attitude. A person with a positive attitude can
direct his thoughts; control his emotions and regulate his
attitudes.
5. Better to concentrate on one or two ideas at a time to avoid
confusion in your development of thought.
6. Words are the vehicle of thought. Pay attention to what
others are saying otherwise you may end up making statements that
are irrelevant, and you will be labeled as inconsistent as well.
Therefore, listen effectively. Try to encourage others without
acting impatient. Simply nod and say I see, or other positive
listening words. 7. When your views are challenged you must be able
to defend your statement tactfully and convincingly. Be alert and
show interest in what others are saying. Analyze your strong points
and substantiate them by examples, statistical data to throw light
on the topic. Concentrate on what you want to say and how you want
to say. Present your points in a logical order to make them
interesting.
8. Try to set a good beginning and equally a good ending.
9. Be natural, friendly and cheerful. Friendliness is something
of a bonus. Remember you have come to win friends, not to make
foes.
10. Speak to the whole group looking at each candidate in turn.
Effective eye contact is an important feedback device that makes
the speaking situation a two-way communication process. Eye contact
binds a speaker with his audience. The adage that eyes are the
mirrors of your soul underlines the need for you to convince people
with your eyes as well as your words. When you speak, your eyes
also function as a control device. You can use it to assure your
listeners attentiveness and concentration. Point out you are about
to finish it helps. And do finish with something that group will
remember.
Donts
1. Resist annoying mannerism. Fidgeting, scratching, picking,
shuffling, avoiding eye contact. These are nervous traits. Avoid
using filler words like: you know, um etc.
2. Dont jump upon conclusion to make sweeping generalization.
For example, frailty thy name is woman Shakespeare
3. If you are not comfortable with witty comment avoid it.
4. Dont interrupt others while they are making some points.
5. Dont scream and use curse words, slang etc.
6. Dont mumble and talk too softly. Similarly, a wailing or
whining voice has an instant depressing effect on others.
7. Dont speak just for the sake of speaking. Avoid making
statements that do not add value to the discussion.
8. Dont say: You are wrong/ you are being unfair/ I dont like
your ideas. Rather refine your argument with:
I understand what you mean and I think I respect your opinion
and I feel .. I agree with you and I want to add . 9. Dont ramble
on and on. Remember quality of the content is more important than
the quantity of time you take to speak.
10. Avoid gesturing unnecessarily. You need to be different from
others but not in a negative manner.
11. Refrain from using polite fillers: could you please, if you
dont mind etc. They are waste of time.
12. Dont pack up early.