Huddle groups

A device for breaking a large assembly into small units to facilitate discussion. Sometimes conceived as being groups of six people discussing a subject for six minutes. (Hence the "66"). The process can be used to obtain information from the groups, regarding their interests, needs, problems, desires and suggestions, to be used in the planning of programmes, activities, evaluation procedures, and policies. It is important to clearly explain the procedures for forming the groups, the procedures to be followed by the groups, the aims and objectives of the exercise, and to carefully prepare the questions. To facilitate dividing into the groups, prior seating arrangements that allow a rapid reorganization with the minimum of movement ensures that the process is more informal and can be used with more spontaneity. "Counting off" into sixes has the advantage of breaking up cliques, but it takes longer and can be confusing in large groups. It is helpful to have an identified chairperson and note-keeper in each of the groups.[Advantages]

An informal atmosphere that can provide a welcome break from meeting fatigue and allow participation by all those present. If the mechanics of re-organization are handled well, it can be an extremely rapid way to tap the total resources of the assembly, to obtain a consensus, or to determine if a consensus exists. Huddle groups make it difficult for discussions and recommendations to be controlled by authoritarian leaders or vociferous minorities. They help to free individuals of their inhibitions against participation by allowing them to share their ideas through a group that they come to identify with. < [Disadvantages]

The method tends to be overused. The mechanical problems of re-organization are often formidable. Huddle groups do not often produce above the level of knowledge and experience possessed by the individuals. If the results of the group work are not used or followed up on, those who worked hard to produce them can get feelings of futility and cynicism about the whole conference process. Unless the huddle groups are clearly seen to be an integral part of the whole process they tend to be undervalued with the resulting loss of commitment and a drop in the value of the contribution.