By Thomas R. Schori, Ph.D., and Michael L. Garee, Principals, Millennium Marketing Research, 808 E. Ironwood, Normal, IL 61761-5239. Tel. 309-532-8466 -
NOTE: This article was also published by the American Marketing Association's Marketing News, September 14, 1998, Vol. 32, No. 19.
Any research professional who has ever been involved in conducting focus groups knows how "eye-opening" the participants’ comments can sometimes be. And, of course, that’s the whole idea of doing focus groups. However, there is always the tendency for the uninitiated (and sometimes even for the initiated!) client observers "behind the glass" to jump to faulty conclusions about focus group input. It is therefore very, very important that the research professional correctly position observers regarding what a focus group provides from a research standpoint, as well as what it doesn’t provide.
Over the years, we’ve both moderated or otherwise been involved in conducting numerous focus groups, and we’ve found it time well spent to brief client observers before the groups are begun and then to debrief them after the groups have concluded. And, while this still may not eliminate all of the risk that one or two of the key observers may overreact to what two or three focus group participants may have said, it certainly can substantially reduce it. Needless to say, this can save the research department quite a few headaches down the road!
During our "pre-briefing" session, which we normally conduct in the viewing room about one-half hour before the session is to begin, we outline the direction we intend for the group to take, i.e., which general and specific issues we intend to "focus" on with the group, etc. We then tell the observers a little bit about the makeup of the upcoming group, i.e., gender, ages, professions, etc., and the method used to recruit the participants. And this, the method of selection, is one of the most important pieces of information to convey unmistakably clearly to the observers.
While most business professionals have at least some general knowledge about the concepts of random selection, statistical reliability and projectability of research results, we’ve found it certainly helps to take the time to "re-educate" observers on these concepts where focus groups are concerned. We take great pains, for example, to point out that focus group participants have not been randomly selected in the purest sense of that term. Indeed, we tell the observers that, for the most part, participants are selected based on "luck of the draw," i.e., they are called from a list of qualified potential participants and they agree to participate in the group. And, of course, we state (and usually restate) that the concepts of statistical reliability and projectability of focus group findings are in no way applicable.
Usually, though certainly not always, the pre-briefing adequately prepares observers to gain a better understanding of what they will be seeing and hearing during the conduct of the group. That is, they are far less prone to assume that, because one or two participants take a certain position or state a certain opinion, that it is somehow representative of any group of people other than the focus group participants themselves.
Nonetheless, there still will be several client observers who get "caught up" in the dialogue of the group, and try though they might, they will come away with the idea that they have just received a customer (or prospect) mandate about this issue or that. Enter the de-briefing session for the observers.
Because people have a variety of listening skills, the chances are very good that there will also be a variety of opinions from the observers about what was learned from the focus group. Add to that the fact that, being human, some observers will have heard only what they wanted or expected to hear. We’ve found it quite helpful, therefore, to quickly take the lead during the debriefing session, which we conduct immediately following the group and in the focus group room, if that room hasn’t been scheduled for another group following ours.
During the debriefing session we take the approach of going from the general to the specific. That is, we first discuss what, in our opinion, was generally learned about the issues and topics under consideration, and then cite some specific examples of participants’ comments or opinions to illustrate our general points. Then, and only then, do we invite the observers’ input regarding what they think was learned from the group.
To non-research professionals, the approach we have just outlined to "positioning" focus group observers may seem somewhat "heavy-handed." But handled with diplomacy and tact, it very rarely is actually perceived that way by observers. In fact, we’ve found that most observers genuinely appreciate the opportunity to be, if only temporarily, one of the "insiders" on the research project. And, of course, that’s particularly true for those observers who may be attending their very first focus group session.
This may not be the only way to "position" client observers, and thereby avoid problems of misinterpretation of results down the road, but it has certainly worked quite well for us over the years, and very definitely has paid dividends. If your job entails conducing or moderating focus groups, it could be well worth your while to give the approach a try!