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Round table discussions are a great way of exchanging informal ideas and finding new approaches to old problems. But unless they are focussed, and are set up with clear outcome in mind, they can be seen as unproductive. What is the best way to...

Manage A Round Table Discussion?

The Key Challenge

Although a Round Table Discussion is designed to exchange ideas, it needs a host or leader who will take responsibility for setting up and managing the event. The leader should be prepared to set the subject for discussion, making clear the boundaries of the conversation, and the key points to be covered. The subject of the meeting should be made clear in invitations and any pre-meeting notes. The leader should also decide whether a formal agenda is appropriate. An agenda is useful if there are several ‘must discuss' topics, so that everyone can see what has to be covered.

Carry out thorough preparation

A Round Table will succeed if it has been prepared thoroughly. One of the leader's tasks should be to write down plenty of good questions (up to 20 for a 1-2 hour discussion) to trigger conversation and dialogue. The questions should ‘open', for example, ‘ How should we…., What do you think about…., Who could carry this out….' The leader should also try to find out the main areas of interest/ conflict beforehand, and work out in advance who is most likely to dominate/ remain silent/ lose focus.

On the Day

Introductions

Even if your Round Table delegates know each other, your discussion will start well if it is introduced formally. Keep the introductions short – ask each person for name/role/ company info, and then 1 or 2 sentences about their interest/ expectations in the discussion topic.

Ground rules

Set some ground rules for the conversation – for example: please feel free to contribute; ask questions whenever you wish; everyone is responsible for the success of the meeting; please maintain

courteous to each other even if we disagree and we will finish at 2.00pm sharp.

Getting started

Prepare a short introduction to the subject, highlighting what you see as the main points for consideration by the group. Indicate if anyone has particular expertise to draw on with in the group. Acknowledge as many participants as possible during the introduction – it will encourage broad participation, and make each person feel their presence is valued. Have a good open question to get the conversation started once your introduction is finished – it can be an idea to address this question to a specific individual. Warn the individual before hand that you will ask them to speak first. And don't forget that your introduction should last no longer than three minutes.

Managing the group

There are several techniques you can use to keep the discussion flowing. If there is a pause, summarise your main impressions so far, and invite comment. Alternatively, you can invite another delegate to summarise. Ask an open question to an individual or the group, or move to a new subject .

Potential conflict

If there is a potential conflict between participants think carefully about how to manage this. Remember that if everyone agrees about everything there is nothing to discuss, and that in many cases it is fine to agree to disagree. It is important that everyone can make their contribution without interruption; all you need to do is affirm each point of view without necessarily agreeing with it. It is also important that you keep acknowledging each person and if one person is dominating, thank them for their contribution, and then directly invite other contributions.

If the discussion rambles and loses focus

Ask the group to return to the key issues. Return to your strong open questions to bring the group back on track. Be provocative – ask a question that will generate a clear and strong response.

Outcomes/ conclusions

Think carefully about outputs. Few people will read extensive notes of a meeting. One good approach is to put the key points in an email to delegates, but keep the points to a maximum of six for a 1 to 2 hour discussion. Your key points should include any actions agreed (though this is rare for a round table) and a promise of further information or updating to be kept (otherwise there is no point and no-value adding).   

Closing

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