Editor's note: Martha Wilson, M.A., is director of qualitative research with Freeman, Sullivan & Co., a San Francisco research firm.

As a data collection tool, focus groups continue to grow in importance and popularity. Unfortunately, too many client-observers succumb to the party-like atmosphere behind the mirror and fail to take part in the science of focus group observations.

The client-observer can have a great deal of influence in the observation room and on how group feedback is interpreted and used. The attitude, expectations, level of experience and preconceived notions of the observers will guide their perceptions of the focus group and its outcome.

When interpreting group output, client-observers often differ with each another and with the moderator. More frequently, client-observers listen selectively, finding feedback they expect or want to hear while failing to recognize or acknowledge information they don't want to hear.

Similarly, some clients dismiss contributions by focus group participants whom they disregard for some reason. Perhaps the participant has expressed a common complaint that the client feels powerless to rectify. Sometimes a participant's mannerisms, speech or behavior create some dislike or discomfort in the client. Many moderators have heard a client diagnose a participant as sick, a hypochondriac, crazy or flaky. The client then ignores information pro-vided by the participant.

The client-observer loses, because important information is lost. Since the theory behind focus group research is that each participant represents others with similar views, any dismissal of a viewpoint is worrisome at least.

There are effective ways to manage focus group observation to improve the overall quality of sessions. It's helpful to incorporate an observer orientation into the focus group process.

Four keys to observer orientation

1. Observer's logistics guide. As part of the pre-focus group routine, the moderator receives a list of the names and titles of all observers. Each observer receives an logistics guide that includes the date, time and location of the focus group, directions and parking instructions, arrangements for private entry into the facility and rules of confidentiality and etiquette for the focus group facility and, especially, the observation room. The guide serves as a good reminder for both new and experienced client-observers.

2. Observer orientation. Many moderators hold a briefing just prior to the focus group. Client-observers are reminded of the session's objectives. Details of the demographic characteristics of the group (and any previous or subsequent groups, if the group is part of a series) are described, as are any special recruitment techniques. Questions are fielded and clarification provided before the focus group starts.

The moderator should then provide a short, precise orientation on the art and science of observation. The moderator can set the tone with an overview of the underlying assumptions in focus group research:

  • A focus group is made up of individuals. They only become a group when the facilitator identifies what they have in common. The focus group is designed to obtain the individual viewpoint and to use the group dynamic to elicit certain kinds of information.
  • The facilitator will attempt to give each individual approximately equal time since no participant's viewpoint is more important than another's.
  • Regardless of their behavior or appearance, each person in the focus group represents others in the target population, and their input represents that of others who think and/or behave similarly. When decisions are made about customer satisfaction, service provision or product orientation, the feedback from all participants should be part of the consideration.
  • Focus groups are not necessarily designed to gain consensus. Often, the diversity of perspectives is as important as any agreement reached.
  • In those instances where a consensus is reached, it is important to note the things that seemed to be influential in the process.

Once the ideas behind the process are laid out, the moderator can address the need for the kind of observation that capitalizes on the information provided by the focus group, and offer tips for effective observation:

  • Observe with an open mind. Be aware of your expectations for the outcome of the group. What is it you expect to hear? Why? What is it you want to hear? Why? Are there any things you hope not to hear, and why don't you want to hear them?
  • Observe without judgment. Are there particular kinds of participants you dread? Who are they and what is it about them that disturbs you? Are these types of people important in your target group? If so, are you able to let go of your reaction in order to really hear their input?
  • Listen and observe with the project's goal in mind. If each participant represents a key part of the target audience, how can each be approached or marketed to?
  • Be aware of your own personal/ professional investment. How will the outcome affect the project you are working on? Have you made assertions, commitments or plans based on how you hope the group will come out?
  • Listen as though it were you, or someone close to you, speaking. Even if the topic seems somewhat mundane, putting yourself in the place of the participant may help to emphasize how important it is to really listen and seriously consider each participant's comments.
  • Listen for something you do not already know. Is this your umpteenth focus group on this topic? Is it hard to listen to the same moderator questions yet again? Clear your mind and freshen your perspective by trying to observe and listen with new eyes and ears.
  • Take notes. Use the seating chart to make notes of ideas, thoughts, comments or questions that come to mind during the discussion. Note at which point in the discussion they occurred to you. What provoked your reaction?

Once the client-observers have been briefed, the discussion is opened for questions and comments about observation techniques.

3. Observation guidelines. The client-observers should receive a handout that reviews the main points of the orientation and has room for note taking during the focus group. Guidelines should be concise and written in a very upbeat, engaging style.

4. Focus group debriefing. As the moderator facilitates the routine client debriefing following the focus group, observation debriefing questions or probes can be beneficial for both the client and the moderator. For the client, a review of what they saw and heard is usually routine during the debriefing. However, it can be enlightening to delve just a bit deeper into the client's perceptions. The moderator can follow up with questions such as, What did you hear that you expected to hear? What did you hear that you did not expect to hear? What, if anything, surprised you about what you heard? Ask clients to describe the most important information they heard and say why it was important.

Real results

The four-key approach not only helps educate the client about observation-related issues, it also helps the moderator manage the client during both the debriefing and the process of developing the findings. As a result, some clients are less likely to dismiss input from participants they find annoying. Others are less likely to single out and emphasize that one comment they wanted to hear. Clients seem generally more willing to acknowledge all participants, rather than just those who support their expectations. Of course, it is not a cure-all, but the orientation does have a marked influence on the process.

Observers seem to be better behaved in the observation room after this kind of briefing. There is less noise, more respect for the participants and best of all, fewer instances of making light of the participants or their comments. In a sense, the observers seem to take a more serious approach to their role as researchers or at least participants in important research.

Novice observers have been pleased to receive observation pointers along with the other guidelines. Their feedback suggests that they often are bewildered about what to do with all the information they get from focus groups. The observer briefing helps to put their task into perspective.

Feedback from experienced client-observers indicates that they greatly appreciate reminders and ideas that help them to keep an open mind and a fresh perspective, particularly during a long series of focus groups covering the same material. One client commented that the briefing converted him from an "I've heard this before" observer to an "I'm open to anything" observer.

Proceed with caution

As with any approach, certain missteps can undermine the effectiveness of this approach. It is critical that the moderator providing the observer orientation be careful not to sound too preachy. Experienced clients may feel talked down to, while inexperienced clients might feel underestimated. Personal style will influence the presentation a great deal. The orientation should be molded to accommodate the particular client-observers; just as each focus group is different, so is each observer group. The moderator must read the observer group the same way she or he reads the participants in the focus group to anticipate mood, cohesiveness and cooperativeness, then gauge the presentation accordingly.

Setting the tone for client-observers not only improves the experience for the client, it also enhances the overall quality of focus group research.

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