I'd like to pick your brains a bit, if I can. This morning I facilitated
(or attempted to) a focus group, and ran into something I've never been
faced with before. Perhaps some of you might have some ideas on how I
might better have handled things. (warning: this may be long)
A brief history: A small (6 people) specialized work unit within a larger
public service agency which has worked hard over the past couple of years
to implement the principles and practices of a LO. This particular group
is in a separate facility from the rest. Their manager accepted a new
position last fall; until that time, he had worked very closely with these
six, they socialized outside of work, drank beer together, and described
themselves as friends. The manager and most of the others had developed
this unit from scratch over a 4 year period.
This manager had made it known that one of the other workers would most
likely take over his management role (not sure why he did that). But the
agency director had other plans, did not see this other fellow (let's call
him Bill) as having the necessary skills, and put another person into the
position (a woman; the 'crew' is all male). She made a few changes when
she came in and, in keeping with the participatory nature of this agency,
sought input from the others before making the changes (no one
contributed, however, so she took action herself). Since then, work has
gotten done, but the atmosphere is horrible, morale seems down, the new
manager is not able to be effective in her role, and key people in other
parts of the agency go first to Bill and he relays information to the new
manager.
I was brought into this by the agency director and the group's new
manager, to help figure out what the issues and concerns of this group
were and to make some recommendations if I could. A few attempts have
been made over the past months to get this group to air their gripes or
frustrations, but they've always clammed up. A focus group was held today
involving the 6 group members, but not including the director or manager;
the idea being that maybe they'd be more inclined to talk with an outside
person. My role was to facilitate some discussion, and help them prepare
a report back to the director concerning what improvements could be made,
which they would present themselves if they chose. This meeting was held
away from their workplace.
My own experience in facilitating such groups, in interviewing others, in
engaging people, is fairly extensive and I believe I do a pretty good job
at this sort of thing. But everywhere I turned this morning, I ran into a
brick wall. The group would simply not talk, other than one person--Bill.
When I asked a question, the others' eyes turned to him. If I directed a
question to a particular person, their eyes would turn down, or roam the
room, but they would not respond. None of what I'd learned in terms of
engaging people seemed to make any difference. Even confronting them
about their behavior brought no response. Probing to see how they would
change or improve things in their facility brought no response. And most
of what I was hearing from Bill involved his statements that my questions
were inappropriate (when asked why, no response) or vague comments that
work could be better organized. he did at one point talk about what he
perceived a "good" manager did, but he contradicted himself several times;
again, when I asked about the contradictions, no response.
To say the least, it was an incredibly uncomfortable meeting. Clearly,
the new manager and the group got off on the wrong foot last fall, and I
can see where the transition was not handled as well as it might have
been. And there are dynamic issues present concerning power, some egos
perhaps, the strong presence of Bill as the informal leader within the
group, and probably other things; my 20/20 hindsight says this was a group
I should have talked with on a one-to-one basis. In terms of reporting
back, Bill said he didn't think it was appropriate for them to take part
in the session, but said he would like to at least look over my report
draft (which I generally have people do, and said I would in this case).
Sorry this is so long, but has anyone had some experience with work groups
that simply refuse to engage in even the most surface kind of discussion?
I should also point out that I've worked with this bunch before, within a
larger group, back when they were first exploring learning organizations
and ways to flatten the organization and increase participatory practices,
and they were very supportive of that. And they appear to have done very
well with the past manager.
What suggestions do you have for how to handle such power struggles within an
LO?
What might be done to engage such reluctant groups?
Should I have simply called a halt to the meeting as soon as it was apparent
that they would not participate?
Is this an instance where a more authoritarian approach from their director
would be of more help (truthfully, I've never believed there were such
instances...)?
The director has attempted to talk with Bill before, trying to solicit his
support, etc., as well as trying to talk with the others away from Bill,
but nothing has had an impact. The former manager is still with the
agency, but I don't believe anyone has asked him to intervene, or asked
for his ideas. I'm not sure if he has any contact at all with this group
anymore.
I had a sense that these people had made some agreement prior to our
meeting that this is the way they were going to handle the focus group.
They were so un-engaged, they wouldn't even drink the coffee or eat any of
the munchies provided. I've had reluctant groups in the past,
inarticulate groups, even hostile ones, yet I've always been eventually
able to work with them and feel like we'd accomplished something. Oh, on
their way out this morning, suddenly they were all chatty, even with me,
thanking me for the time. If it makes any difference, the guys were all
in their 20s or early 30s.
How does one best work with such a group, or begin to make work more
enjoyable and productive for everyone? The manager transition occurred
last August--will time and persistance pay off?
Many thanks,
Terri
--Terri A Deems tadeems@aol.com
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