GROUP
discussions are used by the B-schools as a selection
tool because they provide a lot of useful information
about the candidate�s personality in a very short
time. GDs are used to assess certain group skills
that cannot be evaluated in an interview situation.
These skills include leadership skills, social
skills, listening and articulation skills, situation
handing ability and interpersonal ability. A typical
GD involves 8 to 12 participants sitting in a
circle or semicircle discussing a topic for a
stipulated time, usually for 15 to 20 minutes.
Most GDs follow one of the three formats: Structured,
Unstructured, or Specialized.
1. Regular Structured
GDs: Here the time limits and topic is defined.
No consensus expected at the end. No leader is
to be selected for facilitating the process. These
are easier to handle. Topics chosen are usually
general and do not require technical knowledge.
2. Unstructured GDs:
Choosing a leader is mandatory and the group has
to reach a consensus at the end of the GD. The
leader has to direct the group, set the tone for
discussion and control the dynamics of the group.
Things are sometimes made more complicated by
asking the group to propose a topic, discuss it
and reach a consensus.
3. Specialised GDs:
These include role-plays or scripted GDs where
the candidates are given a certain brief about
a role that they need to play. For example, a
business situation where to companies are negotiating
a deal may be used. Candidates would be given
the profile of the two CEOs, marketing managers,
HR managers, advisors, and a neutral entity like
a consultant. Alternatively, candidates could
be given the role of the five Pandavas and the
main Kauravas negotiating the distribution of
their kingdom in 20th century setting.
Content Vs Process
It is crucial to understand the difference. Content
refers to things like your level of preparation,
the ability to organize your thoughts in a logical
way, understand the topic in its totality and
the ability to innovate. Process includes
manner of expression, communication skills, body
language and the attitude of the person.
Most candidates are preoccupied with process.
Consequently, all too vital questions like �what
should I say? �,� do I have enough reasoning to
sustain my line of argument? �,�can I think of
examples to substantiate my logic? �, take a back
seat. A preoccupation with process alone is fraught
with disastrous results. Both content and process
are equally important for an effective contribution
to a GD.
So show does one
ensure excellence in both quantity and quality
of the content?
Take A One Minute Pause:
This is the only way to ensure that you perform
above a threshold level of quality. Take your
mind off the context for one minute. Utilise this
one minute to focus on WHAT you are going to say
and to organize your thoughts. All this must be
done much before you are swept away in the maelstrom
which will follow.
Critical Success
Factors In A GD
Innovativeness: Ability to have
an entirely different perspective.
Quality Of Content: It shows the
level of preparedness.
Logical Ability: Ability to reason,
think and debate the pros and cons.
Behavioural Skills: Aggressiveness
is negative while assertiveness
is positive. Assertiveness is standing
on your own feet, while aggression
is trampling on others� feet.
Communication: This includes articulation,
listening and body language. Clarity
of thought leads to articulate language
and frequent and consistent participation.
Fundamental knowledge of language
is all one needs.
Leadership: Leadership involves
all the above skills. More importantly,
the fundamental strength that you
need to portray to be effective
is MOBILITY. It is mobility that
lets you demonstrate leadership
skill as the context demands.
Roles
People Play
Broadly speaking, participants play the following
familiar roles in a GD.
1. Mr. Brain/Plant
He
brings in a lot of substance and comes up
with wide interpretations of the topic.
Downside: It is difficult
to stop him, as he is preoccupied with topic discussion
as opposed to group discussion. He is happily
obvious to simple things like who is sitting next
to him. At the end of the GD if you happen to
ask him whether the person sitting next to him
was a boy or a girl, the answer would likely be
�I do not know�.
2. Shopkeeper:
He
is the sales man who can sell anything, has
the gift of the gab, a very strong ability
to relate to people and be at the centre of
things.
Downside: He does
not usually come up with original thoughts himself.
Needs Mr. Brains to feed him with readymade ideas
that he can sell.
3. Watchman
His
role is to maintain order in the group, usually
content is low.
Pre-occupied with directing the group process
such as controlling entry and exit of participants.
He
is crucial for meeting time commitments made
to the panel. Especially, in ensuring consensus.
4. Critic
He
criticises everybody�s points without contributing
anything new.
5. The Butcher
Does great service to the group by enhancing
the quality of content by not letting participants
get away with just about anything.
Is
most welcome in a group which has one or two
aggressive elements in it.
6. The Spectator or The Passenger
Is
involved in the proceedings but plays a limited
role.
Contribution is very limited and does not
affect the out come of the group task.
So What Role Should You
Specialise In?
Each role has several benefits. However, strong
attachment to any single role throughout the GD
could limit your chances of success.
What is more important is that you demonstrate
leadership at every moment. You must be able to
move across these roles as the situation demands.
Anyone seen to be Performing more than three of
these roles will definitely make a strong impact
on the on the panel. Mobility is the keyword in
becoming effective in GDs.
The key to success in GDs is to be able to effortlessly
move from one role to the other depending on what
the situation demands.
Holding Centre-stage In
A GD
There are certain tricks that help you retain
centre-stage for longer durations on time and
which provide you with many chances to speak.
However, these should be used with caution, and
at appropriate moments, like the legendary Brahmastra
in the Ramayana and Mahabharata.
Give data, examples, anecdotes, survey figures,
compelling short stories. This gives people
the impression that you know a lot, also,
participants do not brand you a bore or Mr.
Brains. In this way you avoid facing interjections
or arguments. However, be sure of the validity/relevance
of your data or story. Always remember the
age-old formula for success: KISS-Keep It
Short, Stupid.
PEST Analysis: Pest basically stands for
aspects of the topic which pertain to
Political
Economic
Social
Technological
For example, you can start with
a basic blasting of the politicians in the context
of the topic and you will have the whole group
swearing by you.
Use hand motions. When you start speaking, use
your hands to count the points on your fingers.
Everyone will get impression that you have several
well-structured points in your head and they will
not mess around with you.
Cardinal
Sins In A GD/Interview
Do not use slang like Yaar, Univ,
Princi, etc.
Do not pepper your language with
an accent.
Do not use verbal tics such as Hmm,
like, But, etc.
Do not use verbal stresses unless
a method actor like Al Pacino or
Naseeruddin Shah trains you for
it.
Never bluff as the panel will easily
figure out that you are an accomplished
liar.
Never interrupt or finish a sentence
for an interviewer.
Never show up late.
Never get defensive or try to rationalise.
No negative words about anyone.
Never give an answer that does not
answer the question asked.
Never allow yourself to lose focus
after a string of unanswered questions.