Group Discussion Funda ( GD Funda)

The New Paradigm:Only recently is the shift happening in the minds of the students that the second stage of selection process addresses a much larger issue than just a GD and an interview. There are a large number of tools that the B-Schools employ in assessing the personality of the candidates. Group Discussions, Extempore, Interviews, etc., merely represent those means. Lets say, if you encounter any new method such as role-play or even a team-based task, you would not be surprised if the understanding is clear in your mind. You can even expect the panel to throw a basketball at your group and ask to play a game for 20 minutes and give a report to them. Let us look at the attributes that are checked out in personality assessment tools. Personality:Confidence, perhaps, is the single most important attribute that contributes to the `personality of an individual. Or the lack of it is visible in the very first minute of interaction with an individual. Confidence is the result of various factors. Let us consider a few of them in the context of personality assessment by the business schools. The level of confidence with which you walk into the interview room depends on the following: A. Knowledge: Knowledge in the following functional areas: 1.Knowledge in your area of specialization: This may include your academics, your job, details of the organisation in which you work, your hobbies, etc. Understanding of the fundamentals of each of these areas contributes immensely to your confidence. 2. Self-awareness Knowledge about the self, including ones strengths, weaknesses, career goals, personal aspirations, etc. These do not get adequate attention in our system of education that promotes quick fix solutions. But at times, it takes a higher priority than the knowledge that can be found in books. 3. Contextual awareness: Contextual awareness refers to ones knowledge about the context to which one belongs the school, the college, the company, the family, the country, etc. It is not uncommon that you look inwards and realize that you have walked out of prestigious institute or organization after three or four years without knowing basic details like Who was the founder? When was it established? What is the turnover (if company)? What is the mission statement of the organization/college? etc. Details of ones family members, some understanding, or fathers job or siblings specialisation in job, or academics, etc., are not too much to ask for. Having such knowledge adds great value to your confidence and gives your personality the halo that any panel looks for. 4. General awareness: This is nothing but an extension of ones immediate context. The political system, the economic situation, the human rights movement, World War II, etc.

B. Experience: Past experiences have an impact on the level of confidence. Successful experiences, add positively to ones level of confidence and failures lower the level of confidence. C.Communication skills: One of the most critical factors that contribute to the success at the Personality Assessment stage is the skill of communication comprising both articulation and listening skills. Aspirants possessing sound articulation skills and who are also aware of it always carry greater confidence with them. Do not equate communication with articulation. Listening skills are under-emphasized. Especially, in tasks that involve group activities one has to convey that he is an active listener. Good and active listeners, generally, add greater value to a group discussion and also convey greater maturity to the panel. Discussing the Selection Tools in Detail: A.Group Discussion: A Group Discussion is a discussion by a group of people. The discussion involves an exchange of thoughts and ideas among members of the group. Group Discussions are largely used in the selection process for admission into institutes where there is a high level of competition. Group Discussions, however, are not the only tool used. Interviews too are a well-established selection technique. The number of participants in a group varies from 8-15 people. In most of the cases a topic, case or a situation will be given, and the group members will have to discuss it within a given period of time. B.Reasons for Employing a GD: Value for Time:GD helps in forming an opinion about a large number of candidates in a short period of time on a common platform. Skills Assessment: GD helps in assessing certain skills that cannot be evaluated even in a personal interview (leave alone the written application form, etc.). These skills include team membership, leadership skills, interpersonal skills, listening and articulation skills, etc. C. Content vs Process: All that one observes in a GD can be categorized into two broad areas the content and the process. The content is all about `what or the `matter spoken in the GD, whereas the process refers to the `how, `when and `why of the GD. Both are equally important and need adequate attention at all stages. High quality content contribution by one with no regard to the `process is as suicidal as a contribution, which is high on packaging but with little real content.

D. Critical Success Factors: 1. Cognitive Skills or Knowledge: The most important aspect of your contribution to a GD is the Quality of Content (QOC). It is contingent on following factors: Comprehension of core idea is essential to deliver high quality content. This is judged from the relevance of contribution made by you, the supportive examples given and data generated, etc. Logical reasoning which includes understanding the topic, generating quality arguments, analysis and a progressive approach to a justifiable conclusion. This is one of the necessary attributes to be seen as an influential participant. Such people convey an impression of open minded and logic driven rather than that of an opinionated individual. 2. Behavioral and Personality Skills: These include attitude, rapport building, team membership, participation, patience, assertion, accommodation, and leadership, etc., that are assessed during a GD. 3. Communication Skills: Clarity of thought, clear and fluent articulation, ability to listening, assimilation are some of the parameters assessed in a GD. Body Language and Eye Contact convey more than the content spoken, and hence, are very critical factors. Types of Group Discussions: 1. Structured (or default) GD:A structured GD is one that is most commonly used. The group is given a topic for discussion with 10 to 20 minutes for discussion. There is no leader appointed for the group and the brief may or may not include anything but the topic for discussion. 2. Unstructured GD Unstructured ness can be built into a discussion by giving no clear instructions. The panel expects the group to achieve some objective(s) during the course or by the end of the GD. These might include tasks such as choosing the topic for discussion, appointing a leader or a chairman, etc. 3.Case Study: This is a specialized type of technique used mainly by IIM Ahmedabad and IIM Indore. A short situation (usually a decision problem faced by an organization or a manager) is given in less than a page. Participants have to discuss the situation and recommend the appropriate course of action.

Here all the participants possess an equal level of information about the situation since the same case is given to everybody. Remember, the evaluators are testing the information processing and analytical skills of the participants as well as the group skills. You should identify the real problem faced in the case through analysis of information given in the case. Quickly look at alternative solutions to that problem and then select the most appropriate alternative. It is important to logically justify why the alternative recommended is the best in your opinion. Cause vs Symptom: In any case study, the most critical skill required is to understand the difference between a `cause and a symptom. Let us take a medical case to drive the point home. A doctor makes the following observations about a patient: Fever: 102 F; body ache; fluctuating temperatures during the course of a day; chills (and in the month of June!!); headache; no appetite, etc. Now, what is the problem? Simple. Isnt it? Is temperature or fever the problem? You, as a doctor, know that a medicine called PCM is an antipyretic (brings the fever down); another medicine called IBP treats body, and headaches. You have given that to the patient and sent him away. Unfortunately, he returns after two days. And more critical too!! There has been some relief for a while after taking the medication, but not a permanent solution. What is the problem? Further tests and more in-depth analysis reveal that these observations are, in fact, symptoms of a disease called `typhoid. Now the cause of the problem is the bacteria called `Salmonella Typhii. And these are mere manifestation of that problem. In other words, what is readily seen with little or superficial examination is often a symptom of the disease and not the disease itself. Taking the analogy to a business situation, fall in sales or productivity at the plant is seldom a problem. After in-depth analysis, lack of employee motivation or low customer-orientation, etc., may be identified as the underlying cause of the problem. They have to be addressed to achieve a long-term solution. Short-term solution provide only symptomatic relief. 4.Consensus GD:The task given in a GD is open-ended.The group is not expected to arrive at a consensus unless specified by the panel, at the outset. Example: Your group is a high-power committee appointed by the Govt. of India. The task with the committee is to give recommendations to improve college education in India.

The framework for discussion maybe similar to the one given for a case study. Problem identification (disease diagnosis) becomes the most crucial step to offer the right medicine. 5. Role Play: A role play type of Group Discussion is one where a situation is described and each person in the group is asked to assume a specific role in the situation. Example: A dream cruise was organised by Career Launcher for eminent personalities on a dream island of cholukari. The eminent personalities were Mother Teresa, Bill Clinton, King Akbar, Pele, Michael Jackson, Maryln Monroe, Sachin Tendulkar, Saddam Hussain and Thomas Edison. Unfortunately, the ship `Titanic hit an iceberg and sank very close to a devil island. The lives were in danger and had to leave within an hour. However, only three can be saved due to shortage a wooden planks and lack of time. Who are those three to be saved, and in what sequence? Tips for Role Play: In such cases, you must completely step into the role and your reasoning will have to be consistent with the role that you have assumed. You could use the case study type framework for decision-making. The participation, in this specific case, needs to appreciate the gravity of the situation and generate appropriate reasoning to facilitate decision-making for the group. Quite expectedly, such discussions tend to get chaotic. Few important suggestions on selection of topic for discussion and chairman: 1.Selecting a Topic: Avoid random method while selecting a topic. Selecting a topic is another way evaluators use to judge participation in Group Discussions. The evaluators give the group the task of selecting the topic and then discussing that topic for a specified length of time. Think of the most suitable approach to do it whether by all participants suggesting topics and one selected randomly, or by participants suggesting different areas that could be discussed and rationale given for the final selection. Try and think of logical ways to select a topic as a group, setting up criteria as the basic for consideration or selection. Some of the criteria that you could use for selection of a topic could be: a. The topic should be general in nature so that all group members are able to speak about it. b. It should be interesting so that it motivates everyone to be involved in the discussion.

c. It should be topical, i.e. it should be current so that it is relevant to todays situation. d. It should be such that a discussion is possible, i.e. at least two points of view emerge. 2. Selecting a Chairman: Selecting a chairperson is a discussion in itself. Sometimes, a group is given that task of selecting a chairperson before the discussion on the topic begins. Do not brush this aside as an unimportant formality since you are in a hurry to get on with the actual topic. Selecting a chairperson in a group is as important as discussing the topic. The evaluators give certain weight to the process used to select the chairperson since that also involves intra group dynamics. A group in a hurry to select the chairperson often ends up making a poor choice so that the chairperson and the discussion end up quite different from what they should be. There are different ways you could use to choose the chairperson. Avoid random voting and arbitrary methods such as choosing the first member who puts forth his name. There should be some logic in your selection approach. Following guidelines may be helpful: a. The group discusses and understands the role of the chairperson. b. The qualities the chairperson should possess are highlighted c. Participants interested in becoming the chairperson introduce themselves, and convince the others that they possess these qualities. d. The group then selects the most suitable candidate. e.You may feel that there will never be enough time for this, and that it will interfere with time available to discuss the topic. However, the process itself gives the evaluators enough information about each participant. A chairperson is a leader and not just a gatekeeper Wanting to be the chairperson is a high-risk high return strategy. The chairperson is in the spotlight, but handling the chairpersons role effectively isnt easy. Not volunteering for this position need not reflect poorly on you. Do what you feel comfortable with because volunteering for a role with which you are unfamiliar could be disastrous. The role of a chairperson is to: Initiate the discussion, i.e. define the topic, lay down the structure. Ensure that the discussion is proceeding in the right direction. Contribute by

introducing new points or bringing up a new relevant aspect so as to add value to the discussion. Encourage group participation, and allow free exchange of thoughts and ideas, provided they are relevant. Maintain decorum during the discussion. Summarize and conclude if possible, after attempting to reach a consensus. Avoid falling into the trap of a chairperson being just a gatekeeper telling other participants when to speak and when not to. Once a chairperson has been selected, it would be advisable for the other participants to respect that position and let him/her start and anchor the discussion. Other issues in different types of GDs 1. Be Natural The best mantra is be your natural self. Do not manufacture artificial responses. See GD or an interview as just an extension of any other situation you encounter in normal routine. 2. Must Speak The first principle in a Group Discussion is that you must speak. Before you start speaking, think through the major issues in the topic. Jot down points on the paper or mentally work out the framework for analysis. Start speaking only when you have understood and analysed the topic. If another participant has started the discussion even before you have read and understood the topic, you could try to ask the person to wait while you finish analysing the topic. It maybe better to continue with your analysis while listening to what is being said, and to speak only when you are ready. 3. Opening and Closing: Opening a discussion is a high risk high return strategy. Speak first only if you have enough sensible things to say. Otherwise keep silent and let someone else start.

Try and summarize the discussion at the end. In the summary do not merely restate your point of view; but also accommodate dissenting view points. Mention if the group did not reach a consensus, but remember do not force a consensus unless asked to by the evaluators. Forcing a consensus will backfire, and may end up working against you. It could project you as a pushy person who is not ready to analyse the issues and is more interested in the final result. 4. Entry Strategies. Identify the way to enter the discussion It becomes difficult for most to get a chance to speak where a number of people are involved and such a situation is highly likely to prevail during the actual Group Discussion that you participate in. Few guidelines to show you how you could interject in a loud Group Discussion: a. Enter the troughs - Every Group Discussion has its highs and lows. Wait for the lows, and time your interjection then. However, it has been observed in some Group Discussions where if one waits for the lows he/she would never speak. Group Discussions like that are really loud, where even the lows are very high. So, you have to enter at a low which is relative to the atmosphere of a particular GD. b. Enter after a person has made his point - The success of our interjection depends not only on our assertiveness but also on the receptiveness of the others. If you interject when someone else has just begun speaking, it is unlikely that he will let you have your way and vice versa. Dont wait too long or you may lose the opportunity. Remember, there are only a few minutes that you have. c. Enter with a supportive statement A useful way of starting your interjection is by supporting a point that has just been made. People will let you speak if they think you agree with them or if you praise them. Try starting by saying something positive about the other persons opinion. d. Enter by increasing volume - The most natural way of entering when you find that others are not listening is to raise your voice. This may not be the smartest way of interjecting, but it could work sometimes. Identify silent members. Invite them if time permits and if you have made an impact. You must be as loud as the situation demands.

To be effective, however, you will have to combine this tool with some of the others we have mentioned, as it is unlikely to succeed on its own. 5. Ways to make a meaningful impact: a. Use facts and illustrations in the Group Discussion to add value. b. Be an active listener Carefully listen to others contributions to avoid pitfalls. It is very important to listen at every stage of the discussion c.Be assertive, not aggressive d.Make friends not foes e.Speak clearly, speak sense, and also let others speak. f. Quality of content Identify the ways you will add value to a Group Discussion. Following guidelines may be helpful: By laying out the structure which facilitates discussion. By your analysis which throws light on a particular issue. By introducing new points, statistics or other information on the topic. By giving examples to illustrate clearly certain aspects. By attempting to make the discussion meaningful, so that you carry the forward. By ensuring that contribution you made adds substance and content. By ensuring that all of you are not going off at a tangent in your By summarizing if time permits or if you are asked to do so. h.Summarize Summarize the Group Discussion briefly, highlighting just the main points discussed. The reason why participants are asked to write a summary is: To check whether the candidate has good listening skills or not. To check whether he possesses the ability to shift through a mass of information, and focus on the most important points of the discussion. Do not make the mistake of restating your own arguments in the summary. discussion. discussion

Use telegraphic English, do not use full sentences or you wont have the time to complete the summary. i. Body language Do not be too conscious of your body language. Body language should be the least of your worries, unless you get feedback that you do have a specific body language problem. So spend more time working on your participation in the discussion than on body language. Do give this area of body language importance it deserves. Let us look at what makes for good body language and what does not. j. Make eye contact with your group members while you speak 6. Different roles that one plays in a GD: In a group discussion, the participants end up playing certain roles that maybe akin to some roles that we are used to in our real lives. Each role carries certain strong connotations both positive as well as negative. While benefits from positive connotations would accrue to you, too much of entrenchment in any single role with no mobility could prove negative. Lets look at some of these roles: a. The professor The professor plays the role of an intellectual in the group. He would be the one who generates new ideas and adds dimensions to the discussion. His strength is his knowledge and its application. His limitation is his preoccupation with the topic and lower involvement with the people in the group. b.The salesman His strengths are his persuasive and reasoning skills. The opinion-building of the group as a whole, rests largely with him. He possesses strong people skills and builds good rapport with the group. His limitation could be low quality content. Original points raised by him maybe lower in which case the group might resist his candidature for the position of group leader. c.The gatekeeper His role is important to maintain order in the group.

He is preoccupied with directing the group process such as controlling entry and exit of participants His contribution is seen positively in a discussion with a controversial topic that generates heated participation. His content is necessarily low. d.The timekeeper His role is very important to meet time commitments made to the panel. Especially, in consensus group discussions. His preoccupation is with the task vis-a-vis available time. He keeps reminding the group to progress and not get stuck with one issue. This is a desirable role for the group if it is played in conjunction with some other roles and not singularly. e.The butcher He is most welcome in a group which has one or two aggressive elements in it. He does great service to the group by cutting the aggressive members to pieces. However, his role comes to the fore because he perceives threat from those members and not necessarily out of a felt urge to benefit the group. f.The spectator or the passenger The spectator is involved in the proceedings though plays a limited role. His contribution is very limited and does not affect the outcome of the group task. The passenger, on the other hand, is purely incidental to the journey. His interest lies in reaching the destination. g.The Ideal Role: Each role stated above and some not mentioned adds value to the GD in one way or the other. However, strong entrenchment in any single role throughout the GD could limit your performance. What is more important to do well is to show Situational Leadership. You must work to achieve an ability to move across these roles as per the demands of the situation. Anyone seen to be performing more than three roles will positively make a strong impact on the panel. Thus, in a nutshell, mobility is the key.