How to Focus Your Focus Group

Focus groups are an integral part of the discovery process, gleaning insights not accessible through other research techniques. With these benefits, however, come an array of obstacles that organizations must overcome to facilitate productive conversation.

These days marketing research seems to be an amalgam of keywords, Google analytics, cross-tabs, big data, and all sorts of quantitative hubble-bubble. Even for someone who thoroughly enjoys lengthy journal articles, the progression toward a steadfast dependence on numbers can be both frustrating and daunting. Quantitative data often paints an incomplete, even skeletal, picture of consumer wants and needs, and it can be daunting because, well, math.

Never fear! Qualitative research still has a place in marketing, especially in the nonprofit sector. In order to provide meaningful service, you need meaningful information. Numbers illustrate how many donors contributed gifts of $1,000 or more in 2014, but they can’t reveal what about your organization proves consequential and compelling for your donors. When you are building value for your organization, these stories are crucial to your nonprofit’s livelihood; numbers can’t do the trick alone.

The Catch: Group Dynamics

Many organizations rely on focus groups to get the full story and in-depth understanding of consumers’ inner thoughts. Ostensibly focus groups are great — you get a group of people talking about a product, a service, their opinions, perceptions, and understanding of what you have to offer as a nonprofit. But when it comes time to analyze, assuming that all of the information you gathered is reliable and honest might be a mistake.

Let me introduce you to a concept social scientists regard as the bane of all productive group activity: group dynamics. These “dynamics” each have their fair share of both overt and covert harm in a research setting. Focus groups are a breeding ground for such dynamics, so be on the lookout and do your best to mitigate their negative effects in order to glean raw, honest, unfiltered opinions from your participants.

1. Group cohesiveness, also known as “getting along with people in your group,” can be both a blessing and a curse. It’s great to make friends, and how wonderful — Sue, Megan, and Natalie really hit it off in your focus group because they’re all runners. In fact, they’re all running a 5k this weekend. You, as a caring and empathetic human being, are happy for their new-found friendship via your focus group. But, as a sharp and attentive researcher, you should be wary. Heightened cohesion within a group can lead discussion astray jeopardizing productivity of conversation. If the focus group gets off topic, it might be hard to reel it back, resulting in loss of important ideas.
2. Groupthink is another negative result of group cohesiveness. It occurs when the desire for group consensus overrides the desire to present alternatives, critique a position, or express an unpopular opinion. Sue feels very strongly that you already do enough outreach in the community; she says this is not an area you need to improve on and she doesn’t think it will increase funding. Megan is indifferent, and decides to side with Sue because she likes her and subsequently trusts her opinion. Natalie, on the other hand, completely disagrees. Your organization doesn’t run any events in her neighborhood, and she might’ve donated if you’d been a presence in her local area. But Sue was so vehement, and Megan agreed, and openly opposing their opinions would be uncomfortable. Natalie keeps quiet and, in that decision, an important insight is lost.
3. Group Polarization operates differently than Groupthink, but is just as problematic. Group polarization is a phenomenon wherein the decisions and opinions of people in a group setting become more extreme than their actual, privately held beliefs. Research shows, that in groups, people who’ve chosen a set opinion or side, tend to be more extreme in expressing that position.Main and Walker (1973) analyzed the decisions of Federal District Court judges sitting either alone or in groups of three to see if group discussions were a determining factor in the severity of verdicts. In the 1,500 cases where judges sat alone, they took an extreme course of action only 30% of the time. However, when sitting in a group of three, this figure more than doubled, to 65%. If well-trained, professional decision-makers are subject to the forces of group polarization, imagine what can happen to your focus group. Participants may overcompensate in order differentiate beliefs or opinions from what others think. Be aware of this dynamic in focus groups — varying beliefs and opinions is healthy, but mitigating polarization is crucial.

Now that you have the facts, here are a few quick tips to control these dynamics and facilitate smart, strategic, and truthful insights.

Ways to Prevent Group Dynamics

1. Monitor the emerging leader. Leaders are great, but in this context, they often speak early and strongly, discouraging other members from speaking their minds. Since, as the moderator of the focus group, you are another form of leader, take an opportunity to value the emerging leader’s opinion, but continue to move conversation along to other less vocal participants. By keeping the dominant leader under control, quieter participants may feel more comfortable speaking up and sharing their insights.
2. Prime critical thinking and openness. From the very beginning of the meeting, stress how important it is that everyone’s opinion be heard, regardless if matches group consensus. Although this seems intuitive, just putting the idea out there might encourage those who are reluctant to speak up.
3. Encourage participation. Some participants may begin to feel the forces of Groupthink and would rather stay silent. Call on these people, encourage them, and extract their thoughts carefully and thoughtfully. Make sure they know that whatever their opinion is, it is valid.
4. Appoint a devil’s advocate. The “devil’s advocate” you choose can be assigned to argue an opposing or alternative idea of your choice. Those who assume this role can avoid the social pressure that comes from rejecting the group’s dominant position because they have asked to do precisely that. According to the textbook Psychology by Peter O. Gray, the presence of even one nonconformist in a discussion can help pull the whole group away from polarization by reducing the social pressures that contribute to it. You may also try asking the group as a whole to consider or argue a different perspective. If the session is structured this way, participants can consider alternative ideas without taking ownership to them, increasing open-mindedness and versatility.
5. Avoid leading questions. Your job as the moderator is to facilitate discussion, not lead it. Avoid questions that insinuate your own personal opinion or imply an expected outcome.

If the necessary precautions are in place, focus groups are an excellent way to peer inside the minds of consumers. Upfront and personal, they allow organizations to measure reactions to products and services almost immediately. It’s often best to outsource this service; a well-trained moderator is skilled in controlling negative group dynamics– a must for acquiring honest, reliable data. Bringing in a professional neutral force may also allow participants to feel more comfortable expressing their unfiltered opinion about your company or organization. When done right, a focus group provides a broad range of detailed information, ideas, and perspective that can aide any organization in understanding how to better connect with its clients and customers.

By Katherine DiPlacito, Marketing Intern at Red Rooster Group