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2 • Buzz Sessions - Part 2

One of the best methods the chairman of such a group can use to obtain full participation, without interference, is the so-called "circular response." The members of the group, seated in a circle or around a conference table, are asked to comment in strict turn upon the problem presented. Members are allowed to disagree with other members' views and to express contrary opinions, but always in turn. The chairman should encourage all members to present such divergencies of view as positive counterarguments rather than the nebulous "Well, I don't agree with that." This method is based on the simple assumption that persons who share knowledge and background adequate to discuss a problem or situ­ation should also be capable of engaging in a cooperative evalua­tion of that knowledge.

Buzz methods will be found to be most productive on problems where it is necessary:

To present information about a program, a problem, or an area of interest, and, through discussion, to make certain the information is understood.

To pool the knowledge or share the experiences of workers or executives from different departments or divisions on a problem of interdepartmental interest.

To inspire people by unifying them around an objective or a pro­gram. This will work best if the members of the group actually participate in building or outlining the program or stating the objective.

To gain backing or support for an idea or a policy. Through par­ticipating in a democratic airing of pros and cons behind a new proposal, a group will often "sell themselves" on its merits.

To explain a new program or policy, with the circular Buzz being utilized to give everyone an opportunity to ask questions and clarify their thinking.

To plan a long-range program. In this case, members are asked to contribute their forecasts or opinions on any factors that will affect the success or failure of the long-range forecast. In fact, they might start by outlining which factors should be considered in making any forecast.

The executive attempting to use the Buzz discipline for the first time in an organization can expect to be greeted with a cer­tain amount of resistance and skepticism. Too many people look upon a business conference as a "social" break in the day's occu­pation, rather than an instrument for getting things done. They are, therefore, somewhat inclined to favor long, rambling, and disorganized meetings in order to prolong the sociability. How­ever, business-minded participants will quickly take to the Buzz principles, once they have the opportunity to learn that meetings can be both productive and efficient.

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