In a group discussion what should my objectives be and how should I achieve them?

In order to succeed at any unstructured group discussion, you must define what your objective in the
group is. A good definition of your objective is - to be seen to have contributed meaningfully in an attempt
to achieve the right consensus.

The key words in this definition are 'seen', 'meaningfully', and 'attempt'. Let us understand what each of
these imply in terms of action points :

The first implication is that merely making a meaningful contribution in an attempt to achieve consensus is
not enough. You have to be seen by the evaluator to have made a meaningful contribution in an attempt
to build the right consensus.

In other words you must ensure that you are heard by the group. If the group hears you so will the
evaluator. You must get at least some airtime. If you are not a very assertive person you will have to
simply learn to be assertive for those 15 minutes. If you get cowed down easily in an aggressive group,
you can say goodbye to the business school admission.

Many GD participants often complain that they did not get a chance to speak. The fact of the matter is
that in no GD do you get a chance to speak. You have to make your chances.

The second important implication is that making just any sort of contribution is not enough. Your
contribution has to be meaningful.

A meaningful contribution suggests that you have a good knowledge base, are able to structure
arguments logically and are a good communicator. These are qualities that are desired by all evaluators.

Many GD participants feel that the way to succeed in a GD is by speaking frequently, for a long time and
loudly. This is not true. The quality of what you say is more important than the quantity. Don't be
demoralized if you feel you have not spoken enough. If you have spoken sense and have been heard,
even if only for a short time, it is usually good enough. You must have substance in your arguments.
Therefore, think things through carefully.

Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as
you can. It pays to think laterally. Everybody else will state the obvious. Can you state something
different? Can you take the group ahead if it is stuck at one point? Can you take it in a fresh and more
relevant direction? You may like to dissect the topic and go into the underlying causes or into the results.

One way of deciding what sort of contribution is meaningful at what point of time is to follow two simple
rules. First, in times of chaos a person who restores order to the group is appreciated. Your level of
participation in a fish market kind of scenario can be low, but your degree of influence must never be low.
In other words you must make positive contributions every time you speak and not speak for the sake of
speaking. The second rule is applicable when the group is floundering. In this situation a person who
provides a fresh direction to the group is given credit.

The third implication is that you must be clearly seen to be attempting to build a consensus. Nobody
expects a group of ten people, all with different points of view on a controversial subject to actually
achieve a consensus. But did you make the attempt to build a consensus?
The reason why an attempt to build a consensus is important is because in most work situations you will
have to work with people in a team, accept joint responsibilities and take decisions as a group. You must
demonstrate the fact that you are capable and inclined to work as part of a team.

What are the ways that you can try to build consensus?

First, you must not just talk, you should also listen. You must realize that other people also may have
valid points to make. You should not only try to persuade other people to your point of view, but also
come across as a person who has an open mind and appreciates the valid points of others.

You must try and resolve contradictions and arguments of others in the group. You must synthesize
arguments and try and achieve a unified position in the group. Try to think of the various arguments of
your's and others' as parts of a jigsaw puzzle or as building blocks of a larger argument for or against the
topic.

Try and lay down the boundaries or the area of the discussion at the beginning. Discuss what the group
should discuss before actually beginning your discussion. This will at least ensure that everyone is talking
about the same thing.

Try and summarize the discussion at the end. In the summary do not merely restate your point of view;
also accommodate dissenting viewpoints. If the group did not reach a consensus, say so in your
summary.

You must carry people with you. So do not get emotional, shout, invade other people's private space. Do
not bang your fist on the table except in extreme circumstances.

If you have spoken and you notice that someone else has tried to enter the discussion on a number of
occasions and has not had the chance to do so maybe you could give him a chance the next time he
tries. But do not offer a chance to anyone who is not trying to speak. He may not have anything to say at
that point and you will just end up looking foolish.

The surest way of antagonizing others in the GD as well as the examiner is to appoint yourself as a de
facto chairperson of the group. Do not try to impose a system whereby everyone gets a chance to speak
in turn. A GD is meant to be a free flowing discussion. Let it proceed naturally. Do not ever try to take a
vote on the topic. A vote is no substitute for discussion.

Do not address only one or two persons when speaking. Maintain eye contact with as many members of
the group as possible. This will involve others in what you are saying and increase your chances of
carrying them with you. Do this even if you are answering a specific point raised by one person.

One last point. You must not agree with another participant in the group merely for the sake of achieving
consensus. If you disagree, say so. You are not there to attempt to build just any consensus. You have to
attempt to build the right consensus.

TOP

Is it wise to take a strong stand either in favour or against the topic right at the start of a Group
Discussion ?

In theory yes. If you believe something why shouldn't you say so? If we are convinced about something
our natural response is to say so emphatically.
However in practice what is likely to happen if you take a very strong and dogged stance right at the
beginning of the interview is that you will antagonise the people in the group who disagree with you and
will be unable to carry them with you and convince them of the validity of your argument. We therefore
recommend that after you hear the topic you think about it for a minute with an open mind and note down
the major issues that come to your mind. Don't jump to any conclusions. Instead arrive at a stand in your
own mind after examining all the issues in a balanced manner. Only then begin to speak. And when you
do so outline the major issues first and only then state your stand. In other words give the justification first
and the stand later. If you were to state your stand first chances are that the others in the group who
disagree with your stand will interrupt to contradict you before you can elaborate on the reasons why you
have taken that stance. In this situation the evaluator will only get an impression of what you think and not
how you think. Remember you are being evaluated on how you think and not what you think.

TOP

Is it a good strategy to try and be the first speaker on the topic in a GD?

In most GD's the opening speaker is the person who is likely to get the maximum uninterrupted airtime.
The reason is simple - at the start most other participants in the GD are still trying to understand the basic
issues in the topic, or are too nervous to speak and are waiting for someone else to start. Therefore the
evaluators get the best chance to observe the opening speaker. Now this is a double edged sword. If the
opening speaker talks sense naturally he will get credit because he opened and took the group in the right
direction. If on the other hand the first speaker doesn't have too much sense to say, he will attract the
undivided attention of the evaluators to his shortcomings. He will be marked as a person who speaks
without thinking merely for the sake of speaking. As someone who leads the group in the wrong direction
and does not make a positive contribution to the group.

So remember speaking first is a high risk high return strategy. It can make or mar your GD performance
depending how you handle it. Speak first only if you have something sensible to say. Otherwise keep shut
and let someone else start.

TOP

In an interview how does one handle the question "Tell us about yourself?".

An often asked opening question. Perhaps the most frequently asked question across interviews. Your
opening statement needs to be a summary of your goals, overall professional capabilities, achievements,
background (educational and family), strengths, professional objectives and anything about your
personality that is relevant and interesting. This question represents an opportunity to lead the interviewer
in the direction you want him to go e.g., your speciality or whatever else you may wish to highlight.

Your intention should be to try to subtly convince the interviewers that you are a good candidate, you
have proved that in the past, and have a personality that fits the requirement.

Remember that the first impression you create will go a long way in the ultimate selection. Keep in mind,
most candidates who are asked this question just blurt out their schooling, college, marks and
qualifications. All this is already there in the CV. Why tell the interviewer something he already knows?

A final word on approaching this question. Once you have said what you have to say - shut up. Don't
drone on for the sake of speaking for you just might say something foolish. Sometimes interviewers don't
interrupt in order to give the candidate the impression that he has not spoken enough. This is just a stress
inducing tactic. Don't fall for it, if you feel you have spoken enough. In case the pause gets too awkward
for you just add something like, "Is there something specific that you wish to know about me?"
TOP

Is it better to have a longer selection interview or a shorter one?

The length of an interview in no way is an indicator of how well an interview went. This is especially so
when there are a number of candidates to be interviewed for example in the civil services interview or the
MBA entrance interview. In the past a number of candidates have reported varying lengths of interviews.
Nothing positive or negative should be read into this. An interview is only a device whereby the panel
seeks information about the candidate. Information that will help the panel decide whether or not the
candidate should be selected. If the panel feels that it has gathered enough information about the
candidate in 15 minutes of the interview commencing and that it has no further questions to ask the
interview will be terminated in 15 minutes. If on the other hand the panel takes an hour to gather the
information required to take a decision the interview will last for an hour. In either case the decision could
be positive or negative. It is a fallacy to believe that interview panels take longer interviews of candidates
whom they are more interested in. No panel likes to waste its time. If an interview is lasting longer than
usual then it only means that the panel is seeking more information about the candidate in order to take a
decision.

TOP

In the MBA entrance interview how do I justify my decision to pursue the MBA programme?

When you are asked this for God's sake don't tell the panel that you are looking for a "challenging job in a
good firm with lots of money, status and glamour". That is the first answer that most candidates think of.
Unfortunately it is the last answer that will get you admission. In the answer to a direct question on this
subject you must convey to the interview panel that you have made a rational and informed decision
about your career choice and your intended course of higher study. There are broadly six areas which
your answer could touch upon :

Career Objectives : You could talk about your career objectives and how the two year MBA programme
will help you achieve them. This implies that you have a clear idea of what your career objectives are and
how you wish to achieve them. For example you may want to be an entrepreneur and wish to set up your
independent enterprise after doing your MBA and then working for a few years in a professionally
managed company. You could explain to the panel that the MBA programme will provide you with the
necessary inputs to help you run your business enterprise better. But then you must be clear about what
the inputs you will receive in the MBA programme are.

Value Addition : That brings us to the second area that your answer should touch upon. What is the value
you will add to yourself during your two year study of management. Value addition will essentially be in
two forms knowledge and skills. Knowledge of the various areas of management e.g. marketing, finance,
systems, HRD etc. and skills of analysis and communication. You will find it useful to talk to a few people
who are either doing their MBA or have already done it. They will be able to give you a more detailed idea
of what they gained from their MBA.

Background : Remember, there must be no inconsistency between your proposed study of management
and your past subject of study or your past work experience. If you have studied commerce in college
then management is a natural course of higher studies. If you are an engineer this is a tricky area. You
must never say that by pursuing a career in management you will be wasting your engineering degree.
Try and say that the MBA course and your engineering degree will help you do your job better in the
company that you will join. But then you should be able to justify how your engineering qualification will
help.
Opportunities and Rewards : You could also at this stage mention the opportunities that are opening up in
organizations for management graduates. Highlight with examples. At the end you may mention that while
monetary rewards are not everything they are also important and MBAs do get paid well. You must not
mention these reasons as your primary motivators even if that may be the case.