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How to Lead Creative Groups - Part 8

In dealing with a group that has never been exposed to creative group concepts before, probably the one most important in­troductory step is to let the members know how they are going to be expected to act—just what part they will be playing in the problem-solving effort.

Once you are sure you have suitably broken the ice, you can then get on with the business at hand. A good way of taking this step is to present the problem in objective discussion, but without divulging your own viewpoint on it. Or you may give several tentative solutions to help the group start their thinking. If you do this, you should be sure to mix and vary the suggestions in as many ways as possible to avoid giving the impression that you are in favor of any one particular approach or that you are trying to "steer" the group in their thinking.

Initially, the most difficult part of running a creative group meeting, particularly a Brainstorming session, may be just to get started. Therefore, the leader must be 100 per cent alive to any tendency by the group to begin to participate, and he must be sure that he does not, in any way, discourage participation when it begins. On the contrary, he should be working to encourage the group to "take over" as soon as possible.

Once the group makes its initial break into activity, the leader's job then switches over to maintaining the activity. He may  have  to  suggest,  cajole,  challenge,  tease,  and  otherwise motivate each individual to contribute in his own way and, at the same time, guide the individuals into working within the framework of shared commitments in both the job at hand and the methods being used.

He must, at the same time, be alert to any indications of confusion or hostility and exercise his guidance to reduce or eliminate the trouble before it can cause a breakdown in the group process. For example, if one member launches into a speech about some pet idea or proposal, it could quickly set up an apathetic reaction among other members. It is important for the leader to move in quickly at this point and get the group functioning again.

If you, as a creative group leader, are really sincere about getting the group to take over, you can only plan a creative session up to a point. Once the group reaches that point, the leader will find himself trying to adhere to the framework of his planned-out methods, but very definitely "playing it by ear." In a really productive group, the leader's original plans and ideas are bound to be challenged and strained. Moreover, you may find that some of your own favorite thoughts or pet predictions will receive some unexpected jolts and you may have to disrupt your whole plan in order to accommodate the new changes suggested by the group. It is a real challenge to maintain both your leader­ship and the cooperation and good will of the group when you suddenly find yourself thrust into strange territory by the group.

Perhaps we can sum up the leader's responsibilities in a general way:

He should, first, create a friendly atmosphere for discussion.

He should make sure the group members know and under­stand the "rules of the game" for whatever discussion or participa­tion device he is using.

He must be ready to help individuals, or subgroups of indi­viduals, or the group itself move ahead with continuity and focus.

He should see that all members have ample opportunity to participate and that they realize and take advantage of a climate of safety.

He must, in the end, be the catalyst that will help varied interests, opinions, and convictions in the group come together to arrive at definite conclusions, suggestions, ideas, or decisions.

Many people, in surveying all these responsibilities, possible difficulties, and unfamiliar duties for the first time, get a feeling that this is not for them. It sounds too tough. They are even discouraged from trying such group activities by the feeling that they, themselves, could never lead such an activity. Actually, this is a mistaken attitude to take. Many of the things a creative group leader must do are just as important to the successful conduct of any other type of meeting or conference. Many of the difficulties never arise—at least, they never all happen at once. It is only important to know about them so that when they do come up, you as the leader won't be thrown for a loss by some­thing completely unexpected. And, fortunately, you have ample opportunity to practice being a group leader every day in your relationships with individuals.

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