Group Discussion and Leadership

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Group Discussion and Leadership
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Leadership Styles

• The Technocrat
• Leads by having a strong sense of the bottom
  line.
• Often spends more time figuring out numbers and
  strategy instead of people
• No nonsense
• My way or the highway
• People often follow because they are afraid not
  to
• Prioritizes logic over emotion
• Intense, detail oriented, hard headed, refuses to
  compromise, focused on getting the job done

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Leadership Styles

• The Artist
• Leads by imagination and intuition
• Sees the big picture
• Actively invites others to share ideas
• Isnt afraid to show emotion and laughter
• Sometimes unpredictable
• Daring entrepreneur (one who goes after new
  ideas)
• People often follow because they are fascinated
  with the artist and want to be a part of the
  unique possibilities.

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Leadership Styles

• The Craftsman (male or female)
• Leads by common sense and integrity
• Can be trusted
• Well balanced, excellent listener
• People follow because the leader is a caring,
  logical person who values getting the job done,
  but refuses to sacrifice people and their views
  and feelings
• Predictable and seems to have it all together
• Isnt afraid to venture into creative thinking,
  but is always aware of the real world and what is
  reasonable
• Skilled at decision making and strategically

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Leadership Styles

• Blending
• There are times when each style is needed
• Best is a blending of the artist and the
  craftsman
• Combines creativity and enthusiasm with level
  headedness, compassion, and collaboration

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Learning Styles

• Discussion
• Learn by being actively involved in the
  communication process
• Appreciate face-to-face communication
• Others opinions are important
• Enjoy brainstorming and discussing each item
  before they make a decision

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Learning Styles

• Logic
• Learn through logical presentation with a just
  the facts approach
• Stress analysis and organization
• Interested when they hear a direct, logical, to
  the point plan of action

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Learning Styles

• Design
• Learn when they can see and hear how the big
  picture fits together
• May include engineers, builders, and designers
• Encouraged when the leader presents a clear
  picture of relationships and how things are going
  to work together

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Learning Styles

• Emotion
• Learn by hands on approach where the leader is
  energetic and fired up
• If the leader is excited, they get excited

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Learning Styles

• Auditory
• Learn by hearing material presented
• Hear it and understand it
• Visual
• Learn by seeing how things are going to work
• Want to read the paper or see the problem written
  down
• Kinesthetic
• Learn by doing
• Hands on activities and projects help them apply
  their knowledge

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Planks of Leadership

• Sense of Vision
• Ability to see more than just the obvious
• Often solve the problem because they see the
  big picture and can determine what really matters
• Must have insight, look at the long-term
  perspective, and consider the big picture
• As a leader
• Practice creative thinking skills
• Seek out the ideas of others to help grasp the
  big picture
• Recognizes the importance of gathering and using
  accurate and complete information

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Planks of Leadership

• Willing to Act
• Leaders are doers they take action
• Allow their vision to work for them and get in
  their and get the job done!
• As a leader
• When leadership is needed, take charge!
• Let your spoken words show that you are not
  afraid of a challenge
• Let your group know you plan on getting the job
  done

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Planks of Leadership

• Make Good Decisions
• If your group perceives you as one who can not
  make up their mind, youre in trouble!
• Making a decision vs making the right decision
• Decisions should show intelligence, reflect
  ethical communication, and show your sense of
  responsibility
• As a leader, ask yourself these questions before
  making a decision
• Am I knowledgeable about the issues and people
  involved?
• Am I making decisions in the correct order?
• Am I aware of the risks involved?

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Planks of Leadership

• Able to Handle Conflict
• Being able to work harmoniously with people and
  make them feel good about themselves and the
  groups objectives
• Must work diligently to solve problems, manage
  conflicts, and build cohesion
• Conflict management the ability to turn a
  potentially negative situation into a positive
  one
• Shut up listen to what the other person is
  saying
• Look up establish eye contact with the person
• Hook up connect emotionally try to understand
  their point of view
• Chill down make sure your responses are
  rational, sensitive, and constructive
• Praise peoples efforts
• As a leader
• Summarize what others have said
• Pay attention to how you say things
• Watch your tone of voice

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Planks of Leadership

• Works to Avoid Pitfalls
• Is aware of potential problems
• Pitfalls
• Being afraid to fail
• Not paying attention to details
• Forgetting people and the original objectives
• Not listening to others

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Planks of Leadership

• Knows How to Motivate
• To motivate means to inspire either yourself,
  others, or both, to act
• What motivates some, may not motivate others
• As a leader
• Work on making both your verbal and nonverbal
  communication clear and meaningful
• Leave room for creativity and spontaneity

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Group Attitude

• Ideal group member is open-minded
• Cooperative vs Competitive
• Discussion requires patience
• Group discussion may seem meaningless because it
  isnt perfect
• Discussions give each person a chance to be heard

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Discussion Formats

• Panel Discussion
• Relatively informal
• Takes place before an audience
• Panel members (3 or 4) sit facing the audience
• Panelists talk directly to each other, but may
  make a short introductory speech
• Help audiences become better informed on public
  issues
• Types
• Open forum may follow panel discussion, but
  often allows questions and comments from the
  audience
• Round table 3 to 8 people sit around a table
  and talk about a common concern

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Discussion Formats

• Town Hall Meeting
• Dates back to the early American colonies
• Colonists would assemble in a large hall to
  discuss their problems
• Today, technology allows people all over the
  country to participate via television or the
  internet

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Discussion Formats

• Symposium
• More formal
• Purpose is to present opposing points of view
• Invited experts deliver short speeches on a
  particular subject
• Discussion leader usually introduces each speaker
  and make give a short statement to tie the
  discussion together
• Speakers stand and face the audience
• After all the speeches, the audience may ask
  questions

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Factors for success

• Group Size
• Five to Seven members is the best size
• People participate better in small, informal
  settings
• Groups of four or fewer often lack the diversity
  needed to give the group some spark
• Groups of more than seven dont allow the quiet
  members to speak
• Large groups can alienate members

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Factors for success

• Seating Arrangements
• A circle allows all members to look at each other
• Talk flows from member to member or member to
  group easily
• Classrooms often dont come to life because of
  the set up of the class discussion is often
  directed to the teacher

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Factors for success

• Cohesion
• Respect each other, share some of the same
  values, and look to each other for support
• People are working together toward the same goal
• Focused on the group goals, not individual
  goals/needs
• Success helps to build cohesion

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Group Problem Solving

• Define the Problem
• You must understand what the problem is!
• May need to look at how the problem came to be
• May also need to look at what problems they dont
  want to consider
• Limit the objective so the group can focus on
  finding a specific solution

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Group Problem Solving

• Establish Criteria for a Workable Solution
• Decide on a criteria (set of standards that its
  solution must meet)
• Do this at the beginning and you can avoid
  unnecessary arguing later!
• Once your criteria is established, the group can
  get more specific

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Group Problem Solving

• Analyze the Problem
• Break the problem down into small pieces
  (fact-finding)
• Gather as much information as you can
• Problems dont happen overnight, you must find
  out the history!
• Helps us determine why people react the way they
  do

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Group Problem Solving

• Suggest Possible Solutions
• Give as many possible solutions as you can
• Brainstorming
• Every idea is welcome
• Offer ideas as quickly as possible you dont
  decide now what is practical or not
• The more ideas a group can produce, the more
  likely they are to find one that works!
• May realize the obvious solution isnt always the
  best one
• No solution should be accepted until several have
  been proposed, examined, and compared

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Group Problem Solving

• Evaluate Each Solution and Select the Best One
• Consider your options
• Does each solution meet the standards agreed
  upon?
• The best solution is the one that most clearly
  fits the criteria

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Group Problem Solving

• Suggest Ways for Testing or Carrying Out the
  Solution
• Solution MUST be practical!
• If possible, do a brief test to make sure your
  solution works

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Managing Conflict

• Differences of opinion are the heart of
  discussion
• Its hard not to take attacks personally, but you
  cant!
• Conflict can be beneficial in reaching the best
  solution when it is handled correctly!

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Managing Conflict

• Constructive conflict develops when members use
  their differences to discover the best ideas and
  not to score points against one another.
• Disruptive conflict divides members into
  competing sides that refuse to compromise

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Managing Conflict

• Nitpickers want everything spelled out and with
  argue until they get their way
• Eager beavers want to offer a solution whether
  or not they have given it any thought
• Fence sitters dont take a position until
  theyre sure what the key people will say

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Managing Conflict

• Wisecrackers group clowns, people who seek
  attention in any way possible
• Superior beings look down their noses at the
  whole business (they need to feel needed)
• Dominators dont know when to quit talking
  (once theyre aware of what their doing, they
  usually settle down)

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Contributing as a Participant

• Be clear and simple. Reinforce what you say with
  looks and gestures.
• Encourage members to react to your ideas.
• Be interesting.
• Offer reasons for what you say. Make sure you
  take into account what other people are thinking.
• Think before speaking, but dont think so long
  that an opportunity slips by.

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Contributing as a Participant

• Active Listening
• Even if you dont have anything to say at a
  particular time, you arent free to loaf!
• Pay attention to see if you know what theyre
  talking about.
• Try to be impartial to other ideas presented.
• Be attentive and courteous
• Avoid making silly or irrelevant comments.

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Contributing as a Participant

• Preparing for Discussion
• Read over your notes ahead of time
• Look ahead and think about what questions and
  objections might be raised
• Know how you work under pressure this will help
  you define your role in the group
• Keep in mind that you have skills and talents to
  offer the group
• Dont wait until the second meeting to make a
  contribution jump in from the beginning!

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Contributing as a Leader

• Dont wait until a leader arises, by that time,
  it may be too late!
• Designate a leader at the beginning
• The leader is responsible for settling disputes
  and maintaining a positive environment
• Its okay to change leaders as time goes by

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What a Leader Should Know

• Any group member should be willing and prepared
  to become a leader if asked
• Discussion Leaders Responsibilities
• Know how to run a meeting
• Know the people in the group
• Know the issues the group will discuss

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Getting a Meeting Started

• Moderator (leader) must get the discussion
  started, keep it moving, and bring it to a close
• Groups need direction you can start by posing a
  question
• Questions of fact
• Ask to recall information that touches on the
  business at hand
• Questions of interpretation
• Ask to give their opinions on what the
  information means
• Questions of evaluation
• Ask to agree or disagree with possible solutions
  and make a value judgment

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Keep the Discussion Going

• Good leaders strive for balanced participation
• No one should monopolize the discussion
• Resist the temptation to ask a shy person a
  direct question it may cause them to be more
  reluctant to speak
• Provide paraphrases and summaries of what people
  have said

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Set an Example

• Recognize and praise members contributions
• Maintain good eye contact
• Avoid sending negative nonverbal signals

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Close the Discussion

• Be alert for signs that the group is ready to
  quit or be done with the question at hand
• Repeat itself
• Wander away from the question
• Time
• Ideal conclusion is for the group to reach a
  consensus (nearly unanimous)
• Be careful not to give up an argument just to go
  along with the group (known as group think)

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Running a Meeting

• Roberts Rules of Order
• Handbook created in hopes of creating a system of
  etiquette
• Roberts Rules of Order Newly Revised serves
  today as the parliamentary handbook for most
  organizations
• Foremost guide to democratic action.

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Principles of Parliamentary Procedure

• Do one thing at a time
• The majority decides
• The rights of the minority are protected
• Conduct a full and free discussion
• Act with fairness and good faith

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Officers

• President (Chair)
• Conducts meetings
• Calls the meeting to order
• Work through the agenda (Orders of the day)
• Reading and approval of the minutes
• Officer reports
• Committee reports
• Unfinished business (old business)
• New business
• Announcements
• Adjourn
• Insist on a motion
• Keeps people focused on the matter at hand
• Open the floor for discussion
• You decide who gets the floor
• If possible, choose a person in favor of the
  motion and then one in opposition
• Call the question (vote)
• Make rulings
• Decide if something is pertinent to the discussion

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Officers

• Vice President
• Should have poise, clear strong voice, good
  understanding of parliamentary procedure
• Take the place of the president when he or she
  must be absent
• Other duties as assigned
• Treasurer
• Banker
• Collect and spends money on the groups behalf

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Officers

• Secretary
• Keeps written records of the organizations
  activities (minutes)
• Minutes should include the following
• Name of organization and type of meeting
• Date, place, time of the meeting
• Names of officers and guests present
• Whether the minutes of the previous meeting were
  read
• Summary of the treasurers report
• Summary of the officer and committee reports
• All main motions, including the name of the
  person who made the motion
• Major points of discussion and whether main
  motions were passed or defeated
• Any requests for information, appeals, or other
  minor motions
• Announcements and the time of adjournment

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Other Officers

• Large organizations may need additional officers
• Corresponding secretary
• Writes letters on behalf of the organization
• Sergeant at arms
• Helps maintain order and acts as a doorkeeper
• Parliamentarian
• Assists the chair by referring to the relevant
  section of the bylaws or Roberts Rules to settle
  an argument

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Quorum and Executive Decision

• Quorum
• Minimum number of members who must be present for
  the groups decisions to take effect
• Normally, the majority of the members
• If you dont have enough members present, you
  must adjourn
• Executive Session means that the group is only
  open to members no one else can observe

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Members Responsibilities

• Arrive promptly at meetings
• Address the chair as Miss President, Madame
  President or Mr. President
• Wait to be recognized before speaking
• When recognized, stand speak clearly, then sit
  down
• Make a motion by saying, I move that Do not
  say, I make a motion
• Address all remarks to the chair
• Ask questions if you dont understand
• Call for a vote if you feel debate has gone far
  enough
• Call out Division if you doubt the result of
  the vote as announced
• Respect the right of the majority to decide

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Members Responsibilities

• Main Motions
• Motions the group must take action on
• Should be stated in positive form
• Provide a copy if it is long and detailed
• Can be
• Passed
• Postponed
• Sent to a committee for study
• Defeated
• Resolutions
• Begins with an explanation of why the motion
  should be passed
• Each point starts with Whereas and the
  resolution ends with Now therefore be it
  resolved

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Members Responsibilities

• Seconding a Motion
• Shows that more than one person favors the
  proposal and prevents groups from wasting time
• If no one seconds it, the motion is dead
• Debate and Discussion
• Find out what the majority wants
• Limited to 10 minutes at a time
• Comments must be relevant, must address the
  chair, and they must keep their remarks courteous
• You should be well informed, sure of your
  convictions, and fearless in the face of
  opposition
• Avoid making personal attacks on others

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Order of Precedence

• Ranking system with the most important motion at
  the top
• You work your way down the list by discussing and
  voting on each issue
• Three kinds of minor motions
• Subsidiary motions
• Privileged motions
• Incidental motions

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Order of Precedence

• Subsidiary Motions
• While a main motion is pending, members may wish
  to change it, postpone it, or set it aside
• Seven subsidiary motions in order of rank
• To lay a question on the table
• To call for the question
• To modify debate
• To postpone definitely
• To refer to a committee
• To amend
• To postpone indefinitely

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Order of Precedence

• Privileged Motions
• Have to do with mistakes or problems that must be
  corrected immediately
• Types of privileged motions
• Adjournment
• Recess
• Raise a question of priviledge

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Order of Precedence

• Incidental Motions
• Usually apply to something other than the
  business at hand
• Must be dealt with immediately
• Types of Incidental Motions
• Appeal the decision of the chair
• Point of information
• Point of order
• Suspend the rules

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Voting

• Chair calls for the vote
• Members may request a written vote
• When announcing, the affirmative is read first
• A vote is illegal if
• Two ballots are folded together
• The vote is for too many candidates
• The vote cant be read
• The vote is for a fictional character
• They are simply not counted
• A majority vote is required for the motion to
  carry
• Any motion that affects a members right to speak
  requires a two-thirds vote
• Two thirds vote is also required to suspend the
  rules, to close nominations, and to change the
  by-laws

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Nominating and Electing Officers

• Nomination committee develops a list of
  candidates
• Can be made from the floor during a meeting
• Making a nomination does not require a second
• Preferred method of voting for officers is by
  ballot