The Town Hall Focus Group: A New Format for

The Qualitative Report Volume 13 Number 4 December 2008 630-635 http://www.nova.edu/ssss/QR/QR13-4/zuckerman-parker.pdf

The Town Hall Focus Group: A New Format for Qualitative Research Methods Michelle Zuckerman-Parker Allegheny Singer Research Institute, Pittsburgh, Pennsylvania

Gary Shank Duquesne University, Pittsburgh, Pennsylvania The town hall focus group method is described in this paper. We start by outlining the circumstances that brought about this unusual research strategy. Then, we describe the tactical decisions we made that allowed this particular effort to be a success. We conclude with a series of concrete suggestions for conducing focus groups with large groups of people. Key Words: Focus Group, Town Hall, Professional Development, Focus Group Size, and Qualitative Research

Introduction Focus groups have played a crucial role in qualitative research since its modern resurgence (Morgan, 2004). Because of its importance as a methodology, there have been numerous guides for conducting focus groups. They range from comprehensive guides (e.g., Bloor, Frankland, Thomas, & Robson, 2002; Litosseliti, 2003; Morgan, 2004), to practical guides (e.g., Krueger & Casey, 2000; Puchta & Potter, 2004), and even advanced guides (e.g., Fern, 2001). Because of this extensive methodological literature, there has been a tendency for the field to gravitate toward an implicit set of “best practices” for the conduct of focus groups (e.g., Freeman, 2006). These best practices can be divided into two broad categories. The first category deals with how focus groups should be conducted as interactive groups. The second category deals with the ways that focus group data needs to be analyzed and reported. While there has been some very interesting work recently dealing with expanding our understanding of how to analyze and understand focus group data (e.g., Grim, Harmon, & Gromis, 2006; Vicsek, 2007), there has been relative agreements in the field concerning many of the procedural aspects of focus group research. In this paper, we would like to show how our recent work, by expanding on one of these conduct parameters, has allowed us to gather unique and interesting data. The Issue of Group Size One of the earliest, most consistent and most universal characteristics of focus group research (e.g., Tang & Davis, 1995) has been the parameter concerning the size of the groups themselves. From the outset, conventional wisdom has dictated that focus groups should consist ideally of six to eight participants, not counting the researchers or other facilitators. There are several reasons for the prevalence of this dimension.

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The first reason is historical. Focus groups were thought to have originated from the notion of group therapy. According to Folch-Lyon and Trost (1981), this method can assist in explaining how and why people behave as they do. Focus groups facilitate an opportunity for researchers to probe people’s emotional reactions to issues which offer further understanding of target individuals’ reactions to issues; therefore assisting in better understanding the research findings. “It is important to remember that the purpose of the focus group interview is not on consensus building, rather it is on obtaining a range of opinions from people about issues” (Folch-Lyon & Trost). Therapists found that groups of less than six did not facilitate a “critical mass” for proper discussion because of the need for interaction. On the other hand, groups larger than eight tended to be too intense or otherwise unmanageable. These principles carried over to focus groups. The second reason is practical. Again, there is also a historical dimension to this point. Focus groups were first used in marketing work, and in this area, it is important for potential consumers not only to state their preferences and concerns, but to give fairly detailed reasons for both, as well. It is worth noting, according to Vaughn, Sinagub, and Schumm, (1996), when focus group are used for market research they provide insights into why a person felt as they did compared to traditional sampling, which was considered too limiting as a method to ascertain the number of individuals who felt a particular way. Under these circumstances, it was also important to get an ideal balance of group size. Too few participants might yield a sample that would be too narrow or restrictive, and too many participants would create a situation where it would be difficult to get extensive follow-up data. As a result, researchers like Guest, Bunce, and Johnson (2006) recommend a group size between 6 to 12 participants. The final reason is ethical. In particular, this reason argues against focus groups that might be too large. In this case, the researcher is running the risk that any given participant might feel lost or overwhelmed by the sheer size of the group, or might feel hesitant to give an answer or opinion that might run counter to the larger group. As groups get bigger, this risk is magnified. So, for these and other reasons, it has become common practice to insist that focus groups should consist of six to eight participants. The Mother of Necessity Sometimes, we choose to take bold and pioneering moves to extend our research practices, but, more often, those moves are thrust upon us by virtue of circumstance. The latter was clearly the case in the inception and development of the town hall focus group. In our particular case, we were conducting research in an attempt to understand a troubling problem that kept occurring with professional development for math and science teachers, particularly in middle schools and high schools. The matter was simply this; teachers were very reluctant to commit to intensive summer programs. This was the case even when the programs were designed and implemented by prestigious institutions, and even when the teacher participants were generously compensated financially. Under these circumstances, it was clear to us that there were issues involved that we did not know about, and therefore focus groups would be an ideal way to help find out what was really going on. With this in mind, we were able to gather a pool of 25 teachers from a variety of settings and grade levels for our focus groups. We planned to conduct four

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groups over two days. The teacher participants were asked to pick which day they wanted to come in. As fate and scheduling would have it, all 25 participants wanted to come in on the same day. Okay, we said, we can deal with that. We can conduct three focus groups with eight per group, with the extra person going to the focus group of the senior researcher. Then, due to both personnel and space issues, that number got reduced to two groups of 12 and 13. Well, we decided, these are quite large groups, but if we are careful we should be okay. Finally, on the day of the focus groups, one of the researchers was involved in a car wreck on the way to conduct a group. So, now, our carefully created set of four groups was reduced to one single group. We could not reschedule, because the teachers literally had no other time to participate. So, rather than randomly excluding some of the participants and go with one relatively normal sized group, the senior researcher decided instead to go ahead and try to conduct one large focus group. Fortunately, the site for the group was quite large, and well equipped to record the responses of everyone. And this is how the town hall focus group came into being. In this paper, we are not going to talk very much about the actual findings of the research. Instead, we are documenting what we have learned about the town hall focus group, and how we feel others might be able to use this method. Therefore, our findings in this paper will address issues that affect the efficacy of doing this kind of research. Using Teams Our first task was to address the initial conditions of the group. What do you need to do, to make sure each participant was heard, and could contribute significantly to the group? First of all, we encouraged participants to sit together in natural groups. There were several sorts of grouping strategies that arose. First, and most obvious, teachers from the same school sat together. We had several groups of two to three teachers who pulled together in this manner. Then, we had groups of friends. These were teachers who taught the same subject area, and knew each other from workshops or from undergraduate or graduate education classes. There were several of these groups. Finally, we had teachers who were also department chairs or some other form of middle management, so to speak, and these people knew each other and sat together as well. This grouping of participants was quite fortuitous because it helped make our town hall meeting more manageable. In a sense, we had replaced single individuals with a team of individuals. That is, instead of having a focus group of eight people, we had a town hall focus group of eight or so teams of two or three people per team. This grouping worked surprisingly well, because it allowed each person to contribute within the framework of his or her team. Furthermore, each team seemed to encourage all of its members to contribute. In our case, we were able to use teams of two or three people to substitute nicely for individuals. Here is our first finding about the efficacy of conducting a town hall focus group; teams of like-minded or similar people can be used as if they were single individuals. The term “town hall” is used in reference to its place in the history of the United States of America. The town hall was a regular gathering of people who met for the purpose of improving the town as evidenced in the historical account, “on the first Tuesday in the

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March each year, residents gather at a town hall, or school auditorium or church basement to vote on the matters of import affecting the town in the coming twelve months” (Bryan, 2003). Intra Team Work As the focus group got underway, participants were surprisingly comfortable in their ad hoc teams. We were able to use this comfort to help build a picture of how each particular team might address matters in a unique way. We found three areas of uniqueness. First of all, some of the teams had unique training. That is, they were in a team because they were people with specialized interests and teaching areas. Their responses reflected this unique status more than was found in other teams. Even so, these teams still had enough common experiences to link them to the other participants. As a matter of fact, we tended to emphasize common perspectives across teams. The second kind of unique team was the most obvious; teachers from a single setting, or school. The important task here is to differentiate findings that are genuine issues of group dynamics, and to set aside local gossip or rumors, or feuds, or what have you. The final kind of unique team were those people with unique extracurricular experiences. By this, we mean teachers who had attended specialized training programs, or who had participated in special science projects, or the like. These experiences were quite helpful to us, particularly in gauging activities and experiences that were positive examples of professional development. Inter Team Work As interesting as the comments and findings within specialized teams were, the data that were most useful to us were the findings that tended to cut across all teams. As these major areas began to take shape, we made sure that each team got to address each of these major finding areas. Interestingly enough, as this process unfolded, there tended to be areas of consensus that was reached across groups. We suspect that this consensus building was enhanced by the fact that we paid attention to each team as a unique entity, and thereby minimized competition across teams. The Roll Call Most focus groups generally go on for 60 to 90 minutes. In our case, the town hall went on for almost two hours. In fact, had we not broken for lunch, it might have gone on longer. We suspect that the fact that people tended to respond in the comfort of their teams made the process less stressful for them, and so lowered the burden on participants. To make sure each voice was heard, we conducted two roll calls. In the first roll call, each teacher identified himself/herself and said a bit about teaching and professional development. At the very end, we had the final roll call. In this case, we went from person to person and asked them to say something relevant that had not been brought up as yet. All the teachers responded to this last exercise with a great deal of thoughtfulness and creativity.

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What We Found This article is not about our findings per se, but it would be unfair not to reveal at least some of them. Our major findings were these; first, teachers do not want generic professional development. The more specialized, the better. Secondly, teachers want professional developers to either deliver the new ideas and let the teachers take care of the teaching, or else develop a set of comprehensive and professional teaching tools that can be put to use right away in the classroom. Our final major finding was that the main crisis in professional development was a crisis of trust and communication. Teachers want a say in development topics and in how those topics are delivered. Halcomb, Gholizadeh, Digiacomo, Phillips, and Davidson (2007) report that the less sensitive the topic, the larger the group could be. Additionally, their findings suggest, groups within groups allows members to share their insights despite the overall size of the group. Conclusions We want to conclude this short article about method by making a number of succinct points: • • • • •

It is possible to conduct large-scale focus groups under the right conditions. One important condition is the presence of teams. If possible, allow the participants to create their own teams. If that is not feasible, then create teams ahead of time. Team members should have at least one salient point in common. That is, teams should not be created at random. It is a good idea to limit total teams to the standard six to eight range for individuals we find in ordinary focus groups. Allow each group member to speak as an individual at least twice; in the very beginning and the very end.

By following these simple guidelines, we feel that there are circumstances and situations where the town hall focus group might be the ideal data collection strategy. We acknowledge that in our case it was an accident of circumstance that formed our huge group in the first place, but we are quite satisfied that this turned out to be a happy accident for us. And who knows, it might be a happy accident for the field of qualitative research at large, as well. References Bloor, M., Frankland, J., Thomas, M., & Robson, K. (2002). Focus groups in social research (American Politics and Political Economy Series). London: Sage. Bryan, F. M. (2003). Real democracy: The New England town meeting and how it works. Chicago: University of Chicago Press.

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Fern, E. F. (1982). The use of focus groups for idea generation: The effects of group size, acquaintanceship, and moderator on response quantity and quality. Journal of Marketing Research, 19(1), 1-13. Fern, E. F. (2001). Advanced focus group research. London: Sage. Folch-Lyon, E., & Trost, J. F. (1981). Conducting focus group sessions. Studies in Family Planning, 12(12), 443-449. Freeman, T. (2006). “Best practice” in focus group research: Making sense of different views. Journal of Advanced Nursing, 56(5), 491-497. Grim, B. J., Harmon, A. H., & Gromis, J. C. (2006). Focused group interviews as an innovative quanti-qualitative methodology (QQM): Integrating quantitative elements into a qualitative methodology. The Qualitative Report, 11(3), 516-537. Guest, G., Bunce, A., & Johnson, L. (2006). How many interviews are enough?: An experiment with data saturation and variability. Field Methods, 18(1), 59-82. Halcomb, E. J., Gholizadeh, L., Digiacomo, M., Phillips, J., & Davidson, P. M. (2007). Literature review: Considerations in undertaking focus group research with culturally and linguistically diverse groups. Journal of Clinical Nursing, 16, 1000-1011. Krueger, R. A., & Casey, M. A. (2000). Focus groups: A practical guide for applied research (3rd ed.). Thousand Oaks, CA: Sage. Litosseliti, L. (2003). Using focus groups in research. London: Continuum. Morgan, D. L. (2004). Focus groups. Thousand Oaks, CA: Sage. Puchta, C., & Potter, J. (2004). Focus group practice. London: Sage. Tang, K. C., & Davis, A. (1995). Critical factors in the determination of focus group size. Family Practice, 12(4), 474-475. Vaughn, S., Sinagub, J. M., & Schumm, J. S. (1996). Focus group interviews in education and psychology. Thousand Oaks, CA: Sage Vicsek, L. (2007). A scheme for analyzing the results of focus groups. International Journal of Qualitative Methods, 6(4), 20-34.

Author Note Correspondences concerning this article should be addressed to Gary Shank, 410C Canevin Hall, Duquesne University, Pittsburgh, PA 15282; E-mail: [email protected] Copyright 2008: Michelle Zuckerman-Parker, Southeastern University

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Article Citation Zuckerman-Parker, M., & Shank, G. (2008). The town hall focus group: A new format for qualitative research methods. The Qualitative Report, 13(4), 630-635. Retrieved from http://www.nova.edu/ssss/QR/QR13-4/zuckerman-parker.pdf