majority of the members, more confident of speaking in public, and
you will most likely have more technical knowledge compared with
the farmers.
However, ifyou see your purpose as stimulating a range of views on
a particular issue, then it is more important that you ask the right
questions rather than give all the answers. If members direct
questions at you, then often you will need to redirect them to the
group. And, by occasionally summarizing the contributions, you
will be building on the ideas and opinions of the participants.


ORGANIZING GROUP DISCUSSIONS
However informal and lively the interaction, effective discussion
usually depends on careful planning. The leader needs to be
familiar with the topics under discussion; informed about the
backgrounds and interests of the participants; and prepared with
the issues he thinks should be explored or the questions he wants
to raise.
Group size is also an important factor. Between six and twelve
members can engage in a purposeful, yet relaxed, discussion-a
group small enough for all members to feel they can contribute;
large enough for any shy member not to feel exposed. If the group
is too large it can be divided into subgroups which can break off to
discuss a specific topic and then "report-back" on their conclusions
to the large group. One way to conform to traditional patterns of
discussion might be to base the division into subgroups of age sets.
The seating arrangements will also affect performance. Fluidity of
interaction will depend not only on whether everyone can be heard
but also on whether their body language can be read. In everyday
encounters we are used to picking up the signs that someone wants
to say something (the lift of the head or the opening of the mouth);
that someone has finished speaking (the slight turning away of the
eyes). A look in someone's direction can signal an invitation to
contribute; a smile can relieve a tense moment. All these body and
eye movements are important in facilitating and adjusting the flow
of talk. If a group is seated such that people cannot easily see each
other, then these vital visual cues will be missed and the flow of talk
impeded. Where you, as "visiting expert", sit will have a strong
influence too. If you sit in a central or dominant chair, then this will
often be taken as signal that you will be tightly controlling the
proceedings in a traditional "teacher/leader" manner. Sometimes
the simple act of taking up a less prominent position can prompt
more initiatives from the participants.