Running focus groups
Talk based methods
Focus groups are a powerful way to explore experiences amongst a group. They enable analysis of not just what participants say but also group interactions, and how ideas are discussed, challenged, and developed within the group itself.
This chapter provides practical guidance on planning and running focus groups in a public health context, including how to manage group dynamics, create inclusive discussions, and respond when things do not go as planned.
Group size and composition
Deciding who takes part (and with whom) is an essential part of planning and running a focus group.
Group size
The ‘unit’ of data collection is the focus group itself - not the number of participants. If you run three groups, each with five participants, you have collected three units of data.
There is no fixed rule on the number of participants to include in a focus group, and the size of your group can vary.
However, smaller groups (e.g., 3 to 6 participants) 6 to 8 participants is often ideal to generate rich discussion but still easy enough to manage.
Smaller groups are also more suitable when:
Topics are sensitive or personal
Participants might need more support (e.g., higher risk of distress)
Discussion benefits from depth rather than breadth
Larger groups can be trickier to manage, and increases the likelihood of limiting some voices and having ‘thinner’ data.
It is common for some participants to forget about the session or have a last minute clash. Where appropriate, consider over-recruiting slightly, but avoid creating groups that are too large if everyone attends.
Group composition
It is essential to think carefully about who you include in each focus group.
Groups that are too heterogeneous (e.g., where participants have very different levels of knowledge, experience, or stakes in the topic) can inhibit open discussion. Equally, groups that are too homogeneous may not generate any differences in perspective that makes focus group data analytically rich.
In a local authority setting, it is good practice to avoid mixing:
Professionals (e.g., practitioners) and service users
Senior staff (e.g., Head of Service) and junior staff
Individuals with significantly different levels of authority, power, or influence
However, this decision should always be driven by the topic and aims of the research. Who you bring together (and who you keep separate) will shape the data you collect.
Carefully consider how power, status, and perceived authority might operate within a group. Participants might censor themselves (consciously or unconsciously) if they feel they are being observed or judged by others. This is particularly relevant for some contexts (e.g., the NHS) where organisational hierarchies are well established.
Ask yourself: “Who might feel unable to speak freely if this group is structured in this way?”
Focus groups rely on interactions between participants, so it is important that participants have relevant experience or views on the topic being discussed, and that a clear topic guide is used to maintain focus while allowing discussion to develop naturally.
Managing group dynamics
Ground rules
It’s best practice to share ground rules for your focus group at the start. Ground rules ensure participants understand what is expected of them, and they set the tone for the session. It can be helpful to note these down at the start of your topic guide.
Ground rules commonly include:
Respecting different viewpoints (disagreeing respectfully)
One person speaking at a time
Not sharing comments outside the group (respecting confidentiality)
General housekeeping (e.g., phones off)
These rules should be clearly explained at the start of the focus group and revisited if necessary.
As a facilitator, it is your responsibility to monitor who is speaking and know when to intervene if needed (e.g., when ground rules are not being followed).
Encouraging quieter voices
In most focus groups, some participants will naturally speak more than others. It is important to create space for a range of voices without forcing participation or making participants uncomfortable.
Helpful approaches include:
Addressing the whole group when introducing a new topic or asking a question
Inviting contributions gently rather than directly putting people on the spot
Using round-robin questions sparingly (e.g., each participant contributes an idea consecutively)
Acknowledging contributions from participants
Encouraging other participants to question and respond to each other (e.g., “Does anyone have any views on what [name] said?”)
Be attentive of who is talking a lot, and who is much quieter as these patterns are often meaningful and should be noted down. At the start of your focus group, you may wish to mention that you want to hear from everyone, so you might ask people directly for their contributions if they’ve not spoken much, to set expectations.
Managing conflict and distress
Disagreement can be productive but conflict that silences or causes participants to feel upset requires active facilitation.
Participant wellbeing is a priority over data collection.
If tension arises:
Try your best to slow the discussion
Acknowledge that participants will have different perspectives
Remind the group of the ground rules
If a participant does become distressed:
Pause the discussion
Check in with them privately if possible
Offer a break or the option to step out
Follow any relevant safeguarding and signposting procedures
Learn more about safeguarding responsibilities and escalation pathways.
Keeping discussions focused
Allowing the discussion to flow, and keeping it focused, is a fine balance.
As a facilitator, your role is to guide the conversation without too much interjection. However, focus group discussions can move quickly, and it is important to ensure the conversation remains broadly aligned with your aims whilst allowing space for organic discussion.
Useful techniques for keeping discussions focused include:
Signposting topic transitions (e.g., “I’d like us to move on to a slightly different topic now…”)
Politely “parking” interesting but off-topic issues (e.g., “That is an interesting point, but can I bring us back to [the topic] as we’re short of time”)
Suggesting to revisit a topic at the end of the discussion if there is time (this is especially useful when the topic is relevant, but the discussion isn’t generating any new information)
Avoid shutting down discussions abruptly so you don’t offend or discourage participation. Instead, gently guide the group whilst acknowledging their contributions.
Recording, notetaking and co-facilitating
Focus groups generate complex data, including overlapping speech and interactions between participants. Having well-organised notes can help you transcribe and analyse your data later on.
Good practice includes:
Telling participants that you will be taking brief notes during the session (remind them you are not ignoring them, but this will help you not miss anything that they say)
Audio/video recording with participant consent
Asking someone to co-facilitate to take detailed notes and manage time and logistics.
Notes should capture:
Key themes (even if these are only beginning to emerge)
Moments of consensus or disagreement
Non-verbal dynamics where relevant
Social setup
The physical space is important but making sure participants feel comfortable is just as important for creating the conditions for good discussion.
At the start of the session, take time to:
Introduce yourself and any co-facilitators clearly, including your role and why you are there.
Invite participants to introduce themselves in a way that feels proportionate to the topic. For some groups, first names only may be sufficient. For others, sharing a role or connection to the topic can help participants situate one another.
Use name tags/stickers where it feels appropriate. This can make turn-taking easier, help quieter participants be addressed directly, and support more natural interaction, especially in larger groups or where participants do not know each other.
Be mindful that introductions can feel daunting, especially for participants who are less familiar taking part in group discussions. Keep introductions brief and avoid putting people on the spot.