HOW TO PLAN BETTER FOCUS GROUPS

For whatever reason, nonprofits seem to be more interested in focus groups lately. At least, here at Campbell Rinker we’re getting more inquiries about focus groups. Even if this isn’t a widespread trend, it’s a great opportunity to remind ourselves that to use focus groups effectively we all need to manage our expectations, the audience, and how we interpret the results.

It’s easy to be dubious about using a research technique that can deliver contrarian results. Take for example, recent clips from focus groups that have circulated on YouTube showing participants criticizing the creative direction of Apple Computer’s iconic “1984” TV ad. This example simply reminds researchers and clients that they shouldn’t accept anecdotal evidence as fact. It is critical to interpret the results as broadly and as objectively as possible.

Focus Groups provide direction, not facts. They help nonprofits to see the world from the donor’s point of view. They demonstrate the range of perceptions among vital audiences. When focus groups or depth interviews are conducted with appropriate goals, they can deliver compelling insights. If an organization steps into the focus group process expecting more than this, they are likely to slip.

Another area where organizations find loose footing is in selecting and recruiting participants. It is all too easy to select participants for a discussion group without asking vital screening questions. The task of selecting participants must achieve a balance between casting the net wide, and selecting individuals with the right kind of life experiences. If not, the advice you hear from the group is going to be off-target. The key is to know what you’re trying to discover, and choose people who are able to express their thoughts and emotions with confidence on that subject.

Of course you’ll need a group leader to ask the right questions and probe the topics effectively. A focus group is quite often the only time a donor, alumni or member is ever asked why they give, join or act the way they do. It’s not natural for them. The atmosphere must be completely confidential, neutral and engaging – like a shared journey of discovery. Furthermore, what participants say must be interpreted with the understanding that they are usually processing these concepts for the first time. The leader must give the participants the time and mental space they need to think through their opinions, and gently encourage them to reveal underlying assumptions, perspective and experiences. Such information enhances the observer’s ability to accurately interpret the data, and contributes to more useful and meaningful results.

When organizations control their expectations, the audience, and the interpretation, results from qualitative research like focus groups and depth interviews can be highly directive. However, our advice is to never base decisions with any significant financial impact on the findings from focus groups alone. Look for ways to validate the results such as your own experience, survey research and common sense, before accepting them as fact.