In my 20+ years consulting, I’ve often seen the cost of organizations jumping into initiatives without peeling back the layers to reveal hidden challenges and opportunities. Often an incredibly useful (but overlooked) tool – the focus group – could help avoid unnecessary pain while uncovering extremely valuable insights.

Here are key reasons why focus groups should be much higher up on your list of go-to tools:

1. Rich, Contextual Data: Unlike surveys, which can only skim the surface, focus groups capture the ‘why’ behind responses. In a recent project with a post-secondary institution, our focus groups revealed unexpected insights about learning approaches and content sources that no survey could have uncovered.
2. Idea Generation: They’re unparalleled for brainstorming. When redesigning a leadership program for a public sector client, our focus groups generated innovative ideas – like incorporating real-time problem-solving sessions with cross-functional teams – that became cornerstone elements of the program.
3. Change Management Support: Focus groups can build buy-in. By involving key stakeholders early, for example when revising performance development processes, you’re not just collecting data – you’re starting the change process itself. However, be cautious not to use focus groups as a pretext for other objectives.
4. Complementing Other OD Tools: Focus groups can enhance the effectiveness of surveys and individual interviews. For instance, use focus groups to explore survey results in depth or to generate hypotheses for further investigation.

It’s worth noting that focus groups aren’t always the answer. For highly sensitive topics, individual interviews might be more appropriate. Similarly, for gathering data at the organizational level, surveys remain the go-to tool.

Effective facilitation is crucial. Here are some specific tips:

1. Set clear objectives prior to your session. What do you really need? Can you get it somewhere else? Only ask people for information that isn’t available elsewhere.
2. Create psychological safety and establish ‘face validity’. Tell participants what the conversation is for, what will happen with the data, and what levels of confidentiality will be in place. Not doing this dramatically increases the chances you’ll be generating junk data while damaging your credibility.
3. Ensure equal participation through facilitation. While group dynamics can be of interest as a data point, if equal participation is important, use facilitation strategies to balance contributions (liberatingstructures.com is a great resource).
4. No ‘sugging’ (selling under the guise of research). Your participants will know when you’re using a focus group to reinforce or sell an organizational message. Don’t use them for this or anything outside your stated purpose.
5. Close with clear next steps (and act upon them). Involving people generates the expectation that something will happen. When you do whatever you said you’d do with the information, plan to inform participants of the outcomes.
6. Consider group composition carefully. Ideal focus groups typically have 6-10 participants. Ensure diversity of perspectives while maintaining enough common ground for productive discussion.

Effective focus group facilitation requires a unique skill set: active listening, the ability to draw out quieter participants, managing group dynamics, and synthesizing information in real-time. These skills are honed through practice and continuous learning.

Next time you’re considering a large-scale organizational intervention or change initiative, pause and ask: Could a well-designed focus group be a more effective first step?

Tyler Wier is the Principal of Archetype Consulting. His focus is on building custom people and organization development programs and interventions that work, through proven, data-informed, inclusive approaches. Connect with Tyler on LinkedIn or tyler.w@archetype-od.ca