Ever get to a meeting and shudder when you see break-out groups on the agenda? Sure, there are speakers, but then there are huge blocks of time devoted to break-outs. It’s natural to wonder whether or not these small groups will be of any value.
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Break-out groups are intended for interactive and small-group learning. So, why do some conference participants dread them? Many factors contribute to break-out group fails, including not having a clearly identified purpose, an unprepared leader, participants who are poorly matched, and poor scheduling (groups are either too long or too short for meaningful discussion). Another persistent gripe is that the discussions that occur in break-outs aren’t always regarded as valuable by the conference organizers, leaving participants feeling their time was wasted.
If you’re planning for break-out groups at your next conference, here are some tips:
Clearly state the break-out’s purpose. Give your break-out group a clearly written objective. Do not simply pose a random question with the command, “Discuss.” The more specific you are about the group’s task, the less you risk participants’ disappointment. Also, be specific on how the information will be read and reported. The more weight you give to the group’s work product, the more productive participants will be.
Vary the topics. It is not necessary for every group to discuss the same topic. Consider dividing a big issue into several segments, such as research, marketing, sales, and finance. Having different groups discuss various topics ultimately makes for a much more interesting report-out.
Appoint a competent group moderator. No one wants to participate in a break-out group led by a nervous intern or clueless bureaucrat. Moderators must be well-versed in the topic and understand the larger picture. Make sure that your moderator is someone not only trusted but also seen as a competent leader. Also, spend adequate time briefing moderators beforehand, and be specific about expected outcomes. Give your break-out group leaders a brief agenda for the course of the discussion and examples of potential outcomes (although actual outcomes should be entirely dependent on the group).
Set up the room for discussions. Asking participants to turn their chairs toward one another or to “find a spot” for their discussion indicates that the break-out sessions aren’t that important to meeting planners. Instead, plan ahead for your break-outs, and provide arrangements that facilitate comfortable conversations. This will not only make participants poised for discussion but it will also send a message that the session has weight and meaning.
Segment the group properly. Be mindful about who participates in a group. People who have in-depth knowledge on a topic typically appreciate being with others who are well-apprised. Also, segment by peoples’ propensity to speak or hold back. An entire group of shy people will undoubtedly make for a dicey break-out session.
Control the conversation. Remind participants that these are discussions, not trials of one another’s ideas. Moderators should insist that the discussions stay positive, and no one leaves feeling ignored or belittled.
Time the talk. Don’t let break-out groups be either too rushed or drawn out. Typically, 20 to 30 minutes is adequate for a topic. It’s up to your moderators to make sure everyone has an opportunity to speak and no one drones on forever. As the conference planner, walk around the room at the midway point of the discussion to ensure that people are still engaged. If you notice the energy dropping, end your break-outs early.
Reporting findings. Group report-outs are sometimes the deadliest part of break-out groups, especially if they butt up against lunchtime. It is not necessary to have a report-out if you provide a clear plan for how the information gathered in the groups will be used and shared. However, if report-outs are mandatory, insist that each group keep its report crisp and short. Don’t allow for groups to repeat one another or give a laundry list of every word that was discussed.
Above all, always thank break-out group participants for their insights. These activities can be hard work and a great source for innovative thinking—if you use them well.
Tomorrow we’ll discuss a few alternatives to traditional break-out groups.