group discussion assignment quizlet

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Learning Through Discussion 

Discussions can be meaningful and engaging learning experiences: dynamic, eye-opening, and generative. However, like any class activity, they require planning and preparation. Without that, discussion challenges can arise in the form of unequal participation, unclear learning outcomes, or low engagement. This resource presents key considerations in class discussions and offers strategies for how instructors can prepare and engage in effective classroom discussions.

On this page:

• The What and Why of Class Discussion

Identifying your Course Context

• Plan for Classroom Discussion
• Warm up Classroom Discussion
• Engage in Classroom Discussion
• Wrap up Classroom Discussion

Leveraging Asynchronous Discussion Spaces

• References and Further Reading

The CTL is here to help!

Seeking additional support with discussion pedagogy? Email [email protected] to schedule a 1-1 consultation. For support with any of the Columbia tools discussed below, email [email protected] or join our virtual office hours .

Interested in inviting the CTL to facilitate a session on this topic for your school, department, or program? Visit our Workshops To Go page for more information.

Cite this resource: Columbia Center for Teaching and Learning (2021). Learning Through. DIscussion. Columbia University. Retrieved [today’s date] from https://ctl.columbia.edu/resources-and-technology/resources/learning-through-discussion/

The What and Why of Class Discussion 

Class discussion can take many forms, from structured prompts and assignments to more casual or informal conversations. Regardless of class context (e.g.: a seminar, large lecture, or lab course) or the form (e.g.: in-person or asynchronous) discussion takes, it offers a number of benefits to students’ learning. As an active learning technique, class discussion requires students to be co-constructors of their learning. Research shows that students learn more when they actively participate in their learning, rather than passively listen. Furthermore, studies have also shown that “student participation, encouragement, and peer-to-peer interaction was consistently and positively related to the development of critical thinking skills” (Howard, 2015, pp. 6). Class discussion has also been linked to greater student motivation, improved communication skills, and higher grades (Howard, 2015). But just like effective lectures or assignments require planning and preparation, so too does class discussion. 

The following sections offer a framework and strategies for learning through discussion. These strategies are organized around four key phases: planning for classroom discussion, warming up for classroom discussion, engaging in classroom discussion, and wrapping up classroom discussion.

While the strategies and considerations provided throughout this resource are adaptable across course contexts, it is important to recognize instructors’ varied course formats, and how discussion might differ across them. This section identifies a few of these contexts, and reviews  how these contexts might shape instructors’ engagement with both this resource and class discussion more broadly. 

I teach a discussion-based course

Small classes and seminars use discussion-based pedagogies, though it can be challenging to get every student to contribute to discussions. It is important to create multiple opportunities for engagement and not just rely on whole group discussion. Pair and small group discussions can create trust among students and give them the confidence to speak up in the larger group. Instructors of discussion-based courses can extend in-class discussions into the asynchronous space. These inclusive moves allow students to contribute to discussions in multiple ways.

I do not teach a discussion-based course

Whether teaching a large lecture course, a lab course, or other non-discussion based course, students will still benefit from interacting with each other and learning through discussion. Small group or pair discussion can be less intimidating for students regardless of class size and help create a sense of community that impacts learning.

I teach a course that may have some Hybrid/HyFlex meetings.

In-person classes might sometimes offer hybrid or HyFlex opportunities for students to accommodate extenuating circumstances. In a hybrid/HyFlex course session, students participating in-person and remotely should have equal opportunities to contribute to discussions. To make this a reality, advanced preparation involves thinking through the logistics using discussion activities, roles and responsibilities (if working with TA(s)), classroom technologies (e.g., ceiling microphones available in the classroom; asking in-person students to bring a mobile device and headset if possible to engage with their remote peers), and determining the configurations if using discussion groups or paired work (both in a socially distanced classroom, and if asking both in-person and remote students to discuss together in breakout groups).

Planning for Classroom Discussion

Regardless of your course context, there are some general considerations for planning a class discussion; these considerations include: the goals and expectations, the modality of discussion, and the questions you might use to prompt discussion. The following section offers some questions for reflection, alongside ideas and strategies to address these considerations.

Goals & Expectations

What is the goal of the discussion? How will it support student learning? What are your expectations of student participation and contributions to the discussion? How will you communicate the goals and expectations to students?

Articulate the goals of discussion : Consider both the content you want your students to learn and the skills you want them to apply and develop. These goals will inform the learner-centered strategies and digital tools you use during discussion.

Communicate the purpose (not just the topic) of discussion: Sharing learning goals will help students understand why discussion is being used and how it will contribute to their learning. 

Specify what you expect of student contributions to the discussion and how they will be assessed: Be explicit about what students should include in their contributions to make them substantive, and model possible ways of responding. Guide students in how they can contribute substantively to their peers’ live responses or online posts. You might consider asking students to use the 3CQ model: 

• Compliment—I like that ___ because…; 
• Comment—I agree/disagree with (specific point/idea) because…; 
• Connection—I also thought that…; 
• Question—I wonder why…  

Establish discussion guidelines: Communicate expectations for class discussion.  Be sure to include desired behaviors/etiquette and how technologies and tools for discussion will be used. Students in all classes can benefit from discussion guidelines as they help to clearly identify and establish expectations for student success. For more support with getting started, see the Barnard Center for Engaged Pedagogy’s resource on Crafting Community Agreements . Additionally, while there are some shared general discussion guidelines, there are also some specific considerations for asynchronous discussions: 

Sample Discussion Guidelines:

• Refer to classmates by name.
• Allow everyone the chance to speak (“Take Space, Make Space”).
• Constructively critique ideas, not individuals.
• Listen actively without interrupting. 
• Contribute questions, ideas, or resources.

Sample Asynchronous Discussion Guidelines:

• Respond to discussion posts within # of hours or days.
• Review one’s own writing for clarity before posting, being mindful of how it may be interpreted by others.
• Prioritize building upon or challenging the strongest ideas presented in a post instead of only focusing on the weakest aspects. 
• Acknowledge something someone else said. 
• Build on their comment by connecting with course content, adding an example or observation.
• Conclude with critical thinking or socratic questions. 

Invite students to revise, contribute to, or co-create the guidelines. One way to do this is to facilitate a discussion about discussions, asking students to identify what the characteristics of an effective discussion are. This will encourage their ownership of the guidelines. Post the guidelines in CourseWorks and refer to them as needed.

In what modality/modalities will the discussion take place (in-person/live, asynchronous, or a blend of both)?

The modality of your class discussion may determine the tools and technologies that you ask students to engage with. Thus, it is important to determine early on how you would like students to engage in discussion and what tools you will use to support their engagement. Consider leveraging your asynchronous course spaces (e.g., CourseWorks), which can help students both prepare for an in-class discussion, as well expand upon and continue in-class discussions. For support with setting up asynchronous discussions, see the Leveraging Asynchronous Discussion Spaces section below.

What prompts will be used for discussion? Who will come up with those prompts (e.g.: instructor, TA, or students)?

The questions you ask and how you ask them are important for leading an effective discussion. Discussion questions do not have to be instructor-generated; asking students to generate discussion prompts is a great way to engage them in their learning. 

Draft open-ended questions that advance student learning and inspire a range of answers (avoiding closed-ended, vague, or leading questions). Vary question complexity over the course of a discussion. If there’s one right answer, ask students about their process to get to the right answer. 

The following table features sample questions that increase in cognitive complexity and is based on the six categories of the revised Bloom’s Taxonomy.

Warming up for Classroom Discussion 

Get students comfortable talking with their peers, you, and the TA(s) (as applicable) from the start of the course. Create opportunities for students to have pair or small group conversations to get to know one another and connect as a community. Regardless of your class size or context (i.e.: seminars, large-lecture classes, labs), for discussions to become a norm in your course, you will need to build community early on in the course.

Get students talking early and often to foster community

How will you make peer-to-peer engagement an integral part of your class? How can you get students talking to each other?

To encourage student participation and peer-to-peer interaction, create early and frequent opportunities for students to share and talk with each other. These opportunities can help make students more comfortable with participating in discussion, as well as help build rapport and foster trust amongst class members. Icebreakers and small group discussion opportunities provide great ways to get students talking, especially in large-enrollment classes where students may feel less connection with their peers (see sample icebreakers below ).  For additional support with building community in your course, see the CTL’s Community Building in Online and Hybrid (HyFlex) Courses resource. (Although this resource emphasizes online and hybrid/HyFlex modalities, the strategies provided are applicable across all course modalities.)

Establish class norms around discussion and participation

How can you communicate class norms around discussion and participation on day one? 

The first class meeting is an opportunity to warm students up to class discussion and participation from the outset. Rather than letting norms of passivity establish over the first couple of weeks, you can use the first class meeting to signal to students they will be expected to participate or interact with their peers regularly. You might ask students to do a welcoming icebreaker on the first day, or you might invite questions and syllabus discussion. No matter the activity, establishing a norm around discussion and participation at the outset will help warm students up to participating and contributing to later discussions; these norms can also be further supported by your discussion guidelines . Icebreakers:  Icebreakers are a great way to establish a positive course climate and encourage student-student, as well as instructor-student, interactions. Some ideas for icebreaker activities related to discussion include:

• (Meta)Discussion about Discussions: In small groups during class, or using a CourseWorks discussion board , students introduce themselves to each other, and share their thoughts on what are the qualities of good and bad discussions.
• Course Content: Ask students to share their thoughts about a big question that the course addresses or ask students what comes to mind when they think of an important course concept. You could even ask students to scan the syllabus and share about a particular topic or reading they are most excited about.

Engaging in Classroom Discussion

With all of your preparation and planning complete, there are some important considerations you will need to make with both your students and yourself in mind. This section offers some strategies for engaging in classroom discussion.

Involve students in discussion 

How will you engage all of your students in the discussion? How will you make discussion and your expectations about student participation explicit and integral to the class?

Involving your students in class discussion will allow for more student voices and perspectives to be contributed to the conversation. You might consider leveraging the time before and after class or office hours to have informal conversations and build rapport with students. Additionally, having students rotate roles and responsibilities can keep them focused and engaged.

Student roles: Engage all students by asking them to volunteer for and rotate through roles such as facilitator, summarizer, challenger, etc. In large-enrollment courses, these roles can be assigned in small group or pair discussions. For an asynchronous discussion, roles might include: discussion starter / original poster, connector to research, connector to theory. Additional roles might include: timekeeper, notetaker, discussion starter, wrapper, and student  monitor:

• Discussion starter / original poster: Involve students in initiating the discussion. Designate 2–3 students per discussion to spark the conversation with a question, quotation, an example, or link to previous course content.
• Discussion wrapper: Engage students in facilitating the discussion. Help students grasp take-aways. Designate 2-3 students per discussion to wrap up the discussion by identifying themes, extracting key ideas, or listing questions to explore further. 
• Student monitor: Ask a student (on a rotating basis) or TA(s) if applicable, to monitor the Zoom chat (in hybrid/HyFlex courses) or the CourseWorks Discussion Boards (when leveraging asynchronous discussion spaces). The monitors can then flag important points for the class or read off the questions that are being posed. 

Student-generated questions: Prepare students for discussion and involve them in asking and answering peer questions about the topic. Invite students to post questions to a CourseWorks Discussion before class, or share their questions during the discussion. If students are expected to respond to their peer’s questions, they need to be told and guided how to do so. Highlight and use insightful student questions to prime or further the discussion.

Student-led presentations: In smaller seminar-style classes or labs, invite students to give informal presentations. You might ask them to share examples that relate to the topic or concept being discussed, or respond to a targeted prompt.

Determine your role in discussion 

How will you facilitate discussion? What will your presence be in asynchronous discussion spaces? What can students expect of your role in the discussion? 

Make your role (or that of your co-instructor(s) and/or TA(s)) in the discussion explicit so that students know what to expect of your presence, reinforcement of the discussion guidelines, and receipt of feedback. 

Actively guide the discussion to make it easy for students to do most of the talking and/or posting. This includes being present, modeling contributions, asking questions, using students’ names, giving timely feedback, affirming student contributions, and making inclusive moves such as including as many voices and perspectives and addressing issues that may arise during a conversation. 

• For in-class discussions , additional strategies include actively listening, giving students time to think before responding, repeating questions, and warm calling. (Unlike cold calling, warm calling is when students do pre-work and are told in advance that they will be asked to share their or their group’s response. This technique can minimize student anxiety, as well as produce higher quality responses.)
• For asynchronous discussions , additional strategies include having parallel discussions in small groups on CourseWorks, and inviting students to post videos, audio clips, or images such as drawings, maps, charts, etc.

Manage the discussion and intervene when necessary : Manage dynamics, recognizing that your classroom is influenced by societal norms and expectations that may be inherently inequitable. Moderate the ongoing discussion to make sure all students have the opportunity to contribute. Ask students to explain or provide evidence to support their contributions, connect their contributions to specific course concepts and readings, redirect or keep the conversation on track, and revisit discussion guidelines as needed.

For large-enrollment courses, you might ask TAs or course assistants to join small groups or monitor discussion board posting. While it’s important for students to do most of the talking and posting, TAs can support students in the discussion, and their presence can help keep the discussion on track. If you have TAs who lead discussion sections, you might consider sharing some of these discussion management strategies and considerations with them, and discuss how the discussion sections can and will expand upon discussions from the larger class.    

Give students time to think before, during, and after the discussion

Thinking time will allow students to prepare more meaningful contributions to the discussion and creates opportunities for more students, not just the ones that are the quickest to respond, to contribute to the conversation. Comfort with silence is important following a posed question. Some thinking time activities include:   

• “ Silent meeting ” (Armstrong, 2020): Devote class time to students silently engaging with course materials and commenting in a shared document. You can follow this “silent meeting” with small group discussions. In a large enrollment class, this strategy can allow students to engage more deeply and collaboratively with material and their peers. 
• Think-Pair-Share : Give students time to think before participating. In response to an open-ended question, ask students to first think on their own for a few minutes, then pair up to discuss their ideas with their partner. Finally, ask a few pairs to share their main takeaways with the whole class. 
• Discussion pause : Give students time to think and reflect on the discussion so far. Pause the discussion for a few minutes for students to independently restate the question, issue, or problem, and summarize the points made. Encourage students to write down new insights, unanswered questions, etc. 
• Extend the discussion: Encourage students to continue the class discussion by leveraging asynchronous course spaces (e.g.: CourseWorks discussion board). You may ask students to summarize the discussion, extend the discussion by contributing new ideas, or pose follow-up questions that will be discussed asynchronously or used to begin the next in-class discussion. 
• Polls to launch the discussion : Pose a poll closed-ended question and give students time to think and respond individually. See responses in real time and ask students to discuss the results. This can be a great warm up activity for a pair, small group, or whole class discussion, especially in large classes in which it may be more challenging to engage all students. 

Wrapping up Classroom Discussion 

Ensure that the discussion meets the learning objectives of the course or class session, and that students are leaving the discussion with the knowledge and skills that you want them to acquire. Give students an opportunity to reflect on and share what they have learned. This will help them make connections between other class material and previous class discussions. It is also an opportunity for you to gauge how the discussion went and consider what you might need to clarify or shift for future discussions. 

Debrief the Discussion

How will you know the discussion has met the learning objectives of the course or class session? How will you ensure students make connections between broader course concepts and the discussion?

Set aside time to debrief the discussion. This might be groups sharing out their discussion take-aways, designated students summarizing the key points made and questions raised, or asking students to reflect and share what they learned. Rather than summarizing the discussion yourself, partner with your students; see the section on Student Roles above for strategies. 

• Closing Reflection: Ask students to reflect on and process their learning by identifying key takeaways. Carve out 2-5 minutes at the end of class for students to reflect on the discussion, either in writing or orally. You might consider collecting written reflections from students at the end of class, or after class through a Google Form or CourseWorks post. Consider asking students to not only reflect on what they learned from the discussion, but to also summarize key ideas or insights and/or pose new questions.

Collect Feedback, Reflect, Iterate  

How will you determine the effectiveness of class discussion? How can you invite students into creating the learning space? 

Feedback: Student feedback is a great way to gauge the effectiveness and success of class discussion. It’s important to include opportunities for feedback regularly and frequently throughout the semester; for feedback collection prompts and strategies, see the CTL’s resource on Early and Mid-Semester Student Feedback . You might collect this through PollEverywhere, a Google Form, or CourseWorks Survey. Classes of all sizes and modalities can benefit from collecting this type of feedback from students.

Reflect: Before you engage with your students’ feedback, it’s important to take time and reflect for yourself: How do you think the discussion went? Did your students achieve the learning goals that you had hoped? If not, what might you do differently? You can then couple your own reflection with your students’ feedback to determine what is working well, as well as what might need to change for discussions to be more effective.

Iterate: Not all class discussions will go according to plan, but feedback and reflection can help you identify those key areas for improvement. Share aggregate feedback data with your students, as well as what you hope will go differently in future discussions.   

Asynchronous discussion spaces are an effective way for students to prepare for in-class discussion, as well as expand upon what they have already discussed in class. Asynchronous discussion boards also offer a great space for students to reflect upon the discussion, and provide informal feedback. 

Columbia Tools to Support Asynchronous Discussion 

There are a number of Columbia tools that can support asynchronous discussion spaces. Some options that instructors might consider include: 

• CourseWorks Discussion boards : CourseWorks discussion boards offer instructors a number of customizable options including: threaded or focused discussions , post “like” functionality , graded discussion posts , group discussions , and more. For further support with your CourseWorks discussion board, see the CTL’s CourseWorks Support Page or contact the CTL at [email protected] to set up a consultation. 
• Ed Discussion (via CourseWorks): Starting in Fall 2021, instructors will have access to Ed Discussion within their CourseWorks site. For support on getting started with Ed Discussion, see their Quick Start Guide , or contact the CTL at [email protected] . For strategies and examples on how to enhance your course’s asynchronous discussion opportunities using Ed Discussion’s advanced features, refer to Enhance your Course Discussion Boards for Learning: Three Strategies Using Ed Discussion .    

References and Further Reading 

Anderson, L. W., & Krathwohl, D. R. (2001). A taxonomy for learning, teaching, and assessing: A revision of Bloom’s taxonomy of educational objectives. New York: Longman.

Armstrong, B. (2020). To Spark Discussion in a Zoom Class, Try a ‘Silent Meeting .’ The Chronicle of Higher Education. November 18, 2020.

Barkley, E.F. (2010). Student Engagement Techniques: A Handbook for College Faculty . Jossey-Bass.

Barkley, E.F.; Major, C.H.; and Cross, K.P. (2014). Collaborative Learning Techniques: A Handbook for College Faculty . Second Edition. Jossey-Bass. 

Barnard Center for Engaged Pedagogy. (2021). Crafting community agreements .

Brookfield, S. D., & Preskill, S. (2016). The Discussion Book: 50 Great Ways to Get People Talking . Wiley.

Cashin, W.E. (2011). Effective Classroom Discussions . IDEA Paper #49. Retrieved from www.ideaedu.org 

Center for Research on Teaching and Learning. Guidelines For Classroom Interactions. Retrieved from http://www.crlt.umich.edu/examples-discussion-guidelines

Davis, B.G. (2009). Tools for Teaching , 2 nd Edition. 

Hancock, C., & Rowland, B. (2017). Online and out of synch: Using discussion roles in online asynchronous discussions. Cogent Education, 4(1).

Howard, J.R. (2015). Discussion in the College Classroom: Getting Your Students Engaged and Participating in Person and Online . Wiley. 

Howard, J.R. (2019) How to Hold a Better Class Discussion: Advice Guide. Chronicle of Higher Education. https://www.chronicle.com/interactives/20190523-ClassDiscussion

The K. Patricia Cross Academy. Making Good Use of Online Discussion Boards. Retrieved from https://kpcrossacademy.org/making-good-use-of-online-discussion-boards/  

Read more about Columbia undergraduate students’ experiences with discussion

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• Section 4. Techniques for Leading Group Discussions

Chapter 16 Sections

• Section 1. Conducting Effective Meetings
• Section 2. Developing Facilitation Skills
• Section 3. Capturing What People Say: Tips for Recording a Meeting
• Main Section

A local coalition forms a task force to address the rising HIV rate among teens in the community.  A group of parents meets to wrestle with their feeling that their school district is shortchanging its students.  A college class in human services approaches the topic of dealing with reluctant participants.  Members of an environmental group attend a workshop on the effects of global warming.  A politician convenes a “town hall meeting” of constituents to brainstorm ideas for the economic development of the region.  A community health educator facilitates a smoking cessation support group.

All of these might be examples of group discussions, although they have different purposes, take place in different locations, and probably run in different ways.  Group discussions are common in a democratic society, and, as a community builder, it’s more than likely that you have been and will continue to be involved in many of them.  You also may be in a position to lead one, and that’s what this section is about.  In this last section of a chapter on group facilitation, we’ll examine what it takes to lead a discussion group well, and how you can go about doing it.

What is an effective group discussion?

The literal definition of a group discussion is obvious: a critical conversation about a particular topic, or perhaps a range of topics, conducted in a group of a size that allows participation by all members.  A group of two or three generally doesn’t need a leader to have a good discussion, but once the number reaches five or six, a leader or facilitator can often be helpful.  When the group numbers eight or more, a leader or facilitator, whether formal or informal, is almost always helpful in ensuring an effective discussion.

A group discussion is a type of meeting, but it differs from the formal meetings in a number of ways: It may not have a specific goal – many group discussions are just that: a group kicking around ideas on a particular topic.  That may lead to a goal ultimately...but it may not. It’s less formal, and may have no time constraints, or structured order, or agenda. Its leadership is usually less directive than that of a meeting. It emphasizes process (the consideration of ideas) over product (specific tasks to be accomplished within the confines of the meeting itself. Leading a discussion group is not the same as running a meeting.  It’s much closer to acting as a facilitator, but not exactly the same as that either.

An effective group discussion generally has a number of elements:

• All members of the group have a chance to speak, expressing their own ideas and feelings freely, and to pursue and finish out their thoughts
• All members of the group can hear others’ ideas and feelings stated openly
• Group members can safely test out ideas that are not yet fully formed
• Group members can receive and respond to respectful but honest and constructive feedback.  Feedback could be positive, negative, or merely clarifying or correcting factual questions or errors, but is in all cases delivered respectfully.
• A variety of points of view are put forward and discussed
• The discussion is not dominated by any one person
• Arguments, while they may be spirited, are based on the content of ideas and opinions, not on personalities
• Even in disagreement, there’s an understanding that the group is working together to resolve a dispute, solve a problem, create a plan, make a decision, find principles all can agree on, or come to a conclusion from which it can move on to further discussion

Many group discussions have no specific purpose except the exchange of ideas and opinions.  Ultimately, an effective group discussion is one in which many different ideas and viewpoints are heard and considered.  This allows the group to accomplish its purpose if it has one, or to establish a basis either for ongoing discussion or for further contact and collaboration among its members.

There are many possible purposes for a group discussion, such as:

• Create a new situation – form a coalition, start an initiative, etc.
• Explore cooperative or collaborative arrangements among groups or organizations
• Discuss and/or analyze an issue, with no specific goal in mind but understanding
• Create a strategic plan – for an initiative, an advocacy campaign, an intervention, etc.
• Discuss policy and policy change
• Air concerns and differences among individuals or groups
• Hold public hearings on proposed laws or regulations, development, etc.
• Decide on an action
• Provide mutual support
• Solve a problem
• Resolve a conflict
• Plan your work or an event

Possible leadership styles of a group discussion also vary.  A group leader or facilitator might be directive or non-directive; that is, she might try to control what goes on to a large extent; or she might assume that the group should be in control, and that her job is to facilitate the process.  In most group discussions, leaders who are relatively non-directive make for a more broad-ranging outlay of ideas, and a more satisfying experience for participants.

Directive leaders can be necessary in some situations. If a goal must be reached in a short time period, a directive leader might help to keep the group focused. If the situation is particularly difficult, a directive leader might be needed to keep control of the discussion and make

Why would you lead a group discussion?

There are two ways to look at this question: “What’s the point of group discussion?” and “Why would you, as opposed to someone else, lead a group discussion?”  Let’s examine both.

What’s the point of group discussion?

As explained in the opening paragraphs of this section, group discussions are common in a democratic society.  There are a number of reasons for this, some practical and some philosophical.

A group discussion:

• G ives everyone involved a voice .  Whether the discussion is meant to form a basis for action, or just to play with ideas, it gives all members of the group a chance to speak their opinions, to agree or disagree with others, and to have their thoughts heard.  In many community-building situations, the members of the group might be chosen specifically because they represent a cross-section of the community, or a diversity of points of view.
• Allows for a variety of ideas to be expressed and discussed .  A group is much more likely to come to a good conclusion if a mix of ideas is on the table, and if all members have the opportunity to think about and respond to them.
• Is generally a democratic, egalitarian process .  It reflects the ideals of most grassroots and community groups, and encourages a diversity of views.
• Leads to group ownership of whatever conclusions, plans, or action the group decides upon .  Because everyone has a chance to contribute to the discussion and to be heard, the final result feels like it was arrived at by and belongs to everyone.
• Encourages those who might normally be reluctant to speak their minds .  Often, quiet people have important things to contribute, but aren’t assertive enough to make themselves heard.  A good group discussion will bring them out and support them.
• Can often open communication channels among people who might not communicate in any other way .  People from very different backgrounds, from opposite ends of the political spectrum, from different cultures, who may, under most circumstances, either never make contact or never trust one another enough to try to communicate, might, in a group discussion, find more common ground than they expected.
• Is sometimes simply the obvious, or even the only, way to proceed.  Several of the examples given at the beginning of the section – the group of parents concerned about their school system, for instance, or the college class – fall into this category, as do public hearings and similar gatherings.

Why would you specifically lead a group discussion?

You might choose to lead a group discussion, or you might find yourself drafted for the task.  Some of the most common reasons that you might be in that situation:

• It’s part of your job .  As a mental health counselor, a youth worker, a coalition coordinator, a teacher, the president of a board of directors, etc. you might be expected to lead group discussions regularly.
• You’ve been asked to .  Because of your reputation for objectivity or integrity, because of your position in the community, or because of your skill at leading group discussions, you might be the obvious choice to lead a particular discussion.
• A discussion is necessary, and you’re the logical choice to lead it .  If you’re the chair of a task force to address substance use in the community, for instance, it’s likely that you’ll be expected to conduct that task force’s meetings, and to lead discussion of the issue.
• It was your idea in the first place .  The group discussion, or its purpose, was your idea, and the organization of the process falls to you.

You might find yourself in one of these situations if you fall into one of the categories of people who are often tapped to lead group discussions.  These categories include (but aren’t limited to):

• Directors of organizations
• Public officials
• Coalition coordinators
• Professionals with group-leading skills – counselors, social workers, therapists, etc.
• Health professionals and health educators
• Respected community members.  These folks may be respected for their leadership – president of the Rotary Club, spokesperson for an environmental movement – for their positions in the community – bank president, clergyman – or simply for their personal qualities – integrity, fairness, ability to communicate with all sectors of the community.
• Community activists.  This category could include anyone from “professional” community organizers to average citizens who care about an issue or have an idea they want to pursue.

When might you lead a group discussion?

The need or desire for a group discussion might of course arise anytime, but there are some times when it’s particularly necessary.

• At the start of something new . Whether you’re designing an intervention, starting an initiative, creating a new program, building a coalition, or embarking on an advocacy or other campaign, inclusive discussion is likely to be crucial in generating the best possible plan, and creating community support for and ownership of it.
• When an issue can no longer be ignored . When youth violence reaches a critical point, when the community’s drinking water is declared unsafe, when the HIV infection rate climbs – these are times when groups need to convene to discuss the issue and develop action plans to swing the pendulum in the other direction.
• When groups need to be brought together . One way to deal with racial or ethnic hostility, for instance, is to convene groups made up of representatives of all the factions involved.  The resulting discussions – and the opportunity for people from different backgrounds to make personal connections with one another – can go far to address everyone’s concerns, and to reduce tensions.
• When an existing group is considering its next step or seeking to address an issue of importance to it . The staff of a community service organization, for instance, may want to plan its work for the next few months, or to work out how to deal with people with particular quirks or problems.

How do you lead a group discussion?

In some cases, the opportunity to lead a group discussion can arise on the spur of the moment; in others, it’s a more formal arrangement, planned and expected.  In the latter case, you may have the chance to choose a space and otherwise structure the situation.  In less formal circumstances, you’ll have to make the best of existing conditions.

We’ll begin by looking at what you might consider if you have time to prepare.  Then we’ll examine what it takes to make an effective discussion leader or facilitator, regardless of external circumstances.

Set the stage

If you have time to prepare beforehand, there are a number of things you may be able to do to make the participants more comfortable, and thus to make discussion easier.

Choose the space

If you have the luxury of choosing your space, you might look for someplace that’s comfortable and informal.  Usually, that means comfortable furniture that can be moved around (so that, for instance, the group can form a circle, allowing everyone to see and hear everyone else easily).  It may also mean a space away from the ordinary.

One organization often held discussions on the terrace of an old mill that had been turned into a bookstore and café.  The sound of water from the mill stream rushing by put everyone at ease, and encouraged creative thought.

Provide food and drink

The ultimate comfort, and one that breaks down barriers among people, is that of eating and drinking.

Bring materials to help the discussion along

Most discussions are aided by the use of newsprint and markers to record ideas, for example.

Become familiar with the purpose and content of the discussion

If you have the opportunity, learn as much as possible about the topic under discussion.  This is not meant to make you the expert, but rather to allow you to ask good questions that will help the group generate ideas.

Make sure everyone gets any necessary information, readings, or other material beforehand

If participants are asked to read something, consider questions, complete a task, or otherwise prepare for the discussion, make sure that the assignment is attended to and used.  Don’t ask people to do something, and then ignore it.

Lead the discussion

Think about leadership style

The first thing you need to think about is leadership style, which we mentioned briefly earlier in the section.  Are you a directive or non-directive leader?  The chances are that, like most of us, you fall somewhere in between the extremes of the leader who sets the agenda and dominates the group completely, and the leader who essentially leads not at all. The point is made that many good group or meeting leaders are, in fact, facilitators, whose main concern is supporting and maintaining the process of the group’s work.  This is particularly true when it comes to group discussion, where the process is, in fact, the purpose of the group’s coming together.

A good facilitator helps the group set rules for itself, makes sure that everyone participates and that no one dominates, encourages the development and expression of all ideas, including “odd” ones, and safeguards an open process, where there are no foregone conclusions and everyone’s ideas are respected.  Facilitators are non-directive, and try to keep themselves out of the discussion, except to ask questions or make statements that advance it.  For most group discussions, the facilitator role is probably a good ideal to strive for.

It’s important to think about what you’re most comfortable with philosophically, and how that fits what you’re comfortable with personally.  If you’re committed to a non-directive style, but you tend to want to control everything in a situation, you may have to learn some new behaviors in order to act on your beliefs.

Put people at ease

Especially if most people in the group don’t know one another, it’s your job as leader to establish a comfortable atmosphere and set the tone for the discussion.

Help the group establish ground rules

The ground rules of a group discussion are the guidelines that help to keep the discussion on track, and prevent it from deteriorating into namecalling or simply argument.  Some you might suggest, if the group has trouble coming up with the first one or two:

• Everyone should treat everyone else with respect : no name-calling, no emotional outbursts, no accusations.
• No arguments directed at people – only at ideas and opinions .  Disagreement should be respectful – no ridicule.
• Don’t interrupt .  Listen to the whole of others’ thoughts – actually listen, rather than just running over your own response in your head.
• Respect the group’s time .  Try to keep your comments reasonably short and to the point, so that others have a chance to respond.
• Consider all comments seriously, and try to evaluate them fairly .  Others’ ideas and comments may change your mind, or vice versa: it’s important to be open to that.
• Don’t be defensive if someone disagrees with you .  Evaluate both positions, and only continue to argue for yours if you continue to believe it’s right.
• Everyone is responsible for following and upholding the ground rules .

Ground rules may also be a place to discuss recording the session.  Who will take notes, record important points, questions for further discussion, areas of agreement or disagreement?  If the recorder is a group member, the group and/or leader should come up with a strategy that allows her to participate fully in the discussion.

Generate an agenda or goals for the session

You might present an agenda for approval, and change it as the group requires, or you and the group can create one together.  There may actually be no need for one, in that the goal may simply be to discuss an issue or idea.  If that’s the case, it should be agreed upon at the outset.

How active you are might depend on your leadership style, but you definitely have some responsibilities here.  They include setting, or helping the group to set the discussion topic; fostering the open process; involving all participants; asking questions or offering ideas to advance the discussion; summarizing or clarifying important points, arguments, and ideas; and wrapping up the session.  Let’s look at these, as well as some do’s and don’t’s for discussion group leaders.

• Setting the topic . If the group is meeting to discuss a specific issue or to plan something, the discussion topic is already set.  If the topic is unclear, then someone needs to help the group define it.  The leader – through asking the right questions, defining the problem, and encouraging ideas from the group – can play that role.
• Fostering the open process . Nurturing the open process means paying attention to the process, content, and interpersonal dynamics of the discussion all at the same time – not a simple matter. As leader, your task is not to tell the group what to do, or to force particular conclusions, but rather to make sure that the group chooses an appropriate topic that meets its needs, that there are no “right” answers to start with (no foregone conclusions), that no one person or small group dominates the discussion, that everyone follows the ground rules, that discussion is civil and organized, and that all ideas are subjected to careful critical analysis.  You might comment on the process of the discussion or on interpersonal issues when it seems helpful (“We all seem to be picking on John here – what’s going on?”), or make reference to the open process itself (“We seem to be assuming that we’re supposed to believe X – is that true?”). Most of your actions as leader should be in the service of modeling or furthering the open process.

Part of your job here is to protect “minority rights,” i.e., unpopular or unusual ideas.  That doesn’t mean you have to agree with them, but that you have to make sure that they can be expressed, and that discussion of them is respectful, even in disagreement. (The exceptions are opinions or ideas that are discriminatory or downright false.)  Odd ideas often turn out to be correct, and shouldn’t be stifled.

• Involving all participants . This is part of fostering the open process, but is important enough to deserve its own mention. To involve those who are less assertive or shy, or who simply can’t speak up quickly enough, you might ask directly for their opinion, encourage them with body language (smile when they say anything, lean and look toward them often), and be aware of when they want to speak and can’t break in.  It’s important both for process and for the exchange of ideas that everyone have plenty of opportunity to communicate their thoughts.
• Asking questions or offering ideas to advance the discussion . The leader should be aware of the progress of the discussion, and should be able to ask questions or provide information or arguments that stimulate thinking or take the discussion to the next step when necessary. If participants are having trouble grappling with the topic, getting sidetracked by trivial issues, or simply running out of steam, it’s the leader’s job to carry the discussion forward.

This is especially true when the group is stuck, either because two opposing ideas or factions are at an impasse, or because no one is able or willing to say anything.  In these circumstances, the leader’s ability to identify points of agreement, or to ask the question that will get discussion moving again is crucial to the group’s effectiveness.

• Summarizing or clarifying important points, arguments, or ideas . This task entails making sure that everyone understands a point that was just made, or the two sides of an argument.  It can include restating a conclusion the group has reached, or clarifying a particular idea or point made by an individual (“What I think I heard you say was…”).  The point is to make sure that everyone understands what the individual or group actually meant.
• Wrapping up the session .  As the session ends, the leader should help the group review the discussion and make plans for next steps (more discussion sessions, action, involving other people or groups, etc.). He should also go over any assignments or tasks that were agreed to, make sure that every member knows what her responsibilities are, and review the deadlines for those responsibilities.  Other wrap-up steps include getting feedback on the session – including suggestions for making it better – pointing out the group’s accomplishments, and thanking it for its work.

Even after you’ve wrapped up the discussion, you’re not necessarily through. If you’ve been the recorder, you might want to put the notes from the session in order, type them up, and send them to participants. The notes might also include a summary of conclusions that were reached, as well as any assignments or follow-up activities that were agreed on.

If the session was one-time, or was the last of a series, your job may now be done. If it was the beginning, however, or part of an ongoing discussion, you may have a lot to do before the next session, including contacting people to make sure they’ve done what they promised, and preparing the newsprint notes to be posted at the next session so everyone can remember the discussion.

Leading an effective group discussion takes preparation (if you have the opportunity for it), an understanding of and commitment to an open process, and a willingness to let go of your ego and biases. If you can do these things, the chances are you can become a discussion leader that can help groups achieve the results they want.

Do’s and don’ts for discussion leaders

• Model the behavior and attitudes you want group members to employ . That includes respecting all group members equally; advancing the open process; demonstrating what it means to be a learner (admitting when you’re wrong, or don’t know a fact or an answer, and suggesting ways to find out); asking questions based on others’ statements; focusing on positions rather than on the speaker; listening carefully; restating others’ points; supporting your arguments with fact or logic; acceding when someone else has a good point; accepting criticism; thinking critically; giving up the floor when appropriate; being inclusive and culturally sensitive, etc.
• Use encouraging body language and tone of voice, as well as words .  Lean forward when people are talking, for example, keep your body position open and approachable, smile when appropriate, and attend carefully to everyone, not just to those who are most articulate.
• Give positive feedback for joining the discussion .  Smile, repeat group members’ points, and otherwise show that you value participation.
• Be aware of people’s reactions and feelings, and try to respond appropriately . If a group member is hurt by others’ comments, seems puzzled or confused, is becoming angry or defensive, it’s up to you as discussion leader to use the ground rules or your own sensitivity to deal with the situation. If someone’s hurt, for instance, it may be important to point that out and discuss how to make arguments without getting personal.  If group members are confused, revisiting the comments or points that caused the confusion, or restating them more clearly, may be helpful.  Being aware of the reactions of individuals and of the group as a whole can make it possible to expose and use conflict, or to head off unnecessary emotional situations and misunderstandings.
• Ask open-ended questions .  In advancing the discussion, use questions that can’t be answered with a simple yes or no.  Instead, questions should require some thought from group members, and should ask for answers that include reasons or analysis.  The difference between “Do you think the President’s decision was right?” and “Why do you think the President’s decision was or wasn’t right?” is huge.  Where the first question can be answered with a yes or no, the second requires an analysis supporting the speaker’s opinion, as well as discussion of the context and reasons for the decision.
• Control your own biases .  While you should point out factual errors or ideas that are inaccurate and disrespectful of others, an open process demands that you not impose your views on the group, and that you keep others from doing the same.  Group members should be asked to make rational decisions about the positions or views they want to agree with, and ultimately the ideas that the group agrees on should be those that make the most sense to them – whether they coincide with yours or not.  Pointing out bias – including your own – and discussing it helps both you and group members try to be objective.

A constant question that leaders – and members – of any group have is what to do about racist, sexist, or homophobic remarks, especially in a homogeneous group where most or all of the members except the leader may agree with them.  There is no clear-cut answer, although if they pass unchallenged, it may appear you condone the attitude expressed. How you challenge prejudice is the real question.  The ideal here is that other members of the group do the challenging, and it may be worth waiting long enough before you jump in to see if that’s going to happen.  If it doesn’t, you can essentially say, “That’s wrong, and I won’t allow that kind of talk here,” which may well put an end to the remarks, but isn’t likely to change anyone’s mind.  You can express your strong disagreement or discomfort with such remarks and leave it at that, or follow up with “Let’s talk about it after the group,” which could generate some real discussion about prejudice and stereotypes, and actually change some thinking over time. Your ground rules – the issue of respecting everyone – should address this issue, and it probably won’t come up…but there are no guarantees.  It won’t hurt to think beforehand about how you want to handle it.

• Encourage disagreement, and help the group use it creatively .  Disagreement is not to be smoothed over, but rather to be analyzed and used.  When there are conflicting opinions – especially when both can be backed up by reasonable arguments – the real discussion starts.  If everyone agrees on every point, there’s really no discussion at all.  Disagreement makes people think.  It may not be resolved in one session, or at all, but it’s the key to discussion that means something.

All too often, conflict – whether conflicting opinions, conflicting world views, or conflicting personalities – is so frightening to people that they do their best to ignore it or gloss it over.  That reaction not only leaves the conflict unresolved – and therefore growing, so that it will be much stronger when it surfaces later– but fails to examine the issues that it raises.  If those are brought out in the open and discussed reasonably, the two sides often find that they have as much agreement as disagreement, and can resolve their differences by putting their ideas together.  Even where that’s not the case, facing the conflict reasonably, and looking at the roots of the ideas on each side, can help to focus on the issue at hand and provide solutions far better than if one side or the other simply operated alone.

• Keep your mouth shut as much as possible .  By and large, discussion groups are for the group members.  You may be a member of the group and have been asked by the others to act as leader, in which case you certainly have a right to be part of the discussion (although not to dominate).  If you’re an outside facilitator, or leader by position, it’s best to confine your contributions to observations on process, statements of fact, questions to help propel the discussion, and clarification and summarization.  The simple fact that you’re identified as leader or facilitator gives your comments more force than those of other group members.  If you’re in a position of authority or seen as an expert, that force becomes even greater.  The more active you are in the discussion, the more the group will take your positions and ideas as “right,” and the less it will come to its own conclusions.
• Don’t let one or a small group of individuals dominate the discussion .  People who are particularly articulate or assertive, who have strong feelings that they urgently want to express, or who simply feel the need – and have the ability – to dominate can take up far more than their fair share of a discussion.  This often means that quieter people have little or no chance to speak, and that those who disagree with the dominant individual(s) are shouted down and cease trying to make points.  It’s up to the leader to cut off individuals who take far more than their share of time, or who try to limit discussion.  This can be done in a relatively non-threatening way (“This is an interesting point, and it’s certainly worth the time we’ve spent on it, but there are other points of view that need to be heard as well.  I think Alice has been waiting to speak…”), but it’s crucial to the open process and to the comfort and effectiveness of the group.
• Don’t let one point of view override others , unless it’s based on facts and logic, and is actually convincing group members to change their minds.  If a point of view dominates because of its merits, its appeal to participants’ intellectual and ethical sensibilities, that’s fine.  It’s in fact what you hope will happen in a good group discussion.  If a point of view dominates because of the aggressiveness of its supporters, or because it’s presented as something it’s wrong to oppose (“People who disagree with the President are unpatriotic and hate their country”), that’s intellectual bullying or blackmail, and is the opposite of an open discussion.  As leader, you should point it out when that’s happening, and make sure other points of view are aired and examined.

Sometimes individuals or factions that are trying to dominate can disrupt the process of the group. Both Sections 1 and 2 of this chapter contain some guidelines for dealing with this type of situation.

• Don’t assume that anyone holds particular opinions or positions because of his culture, background, race, personal style, etc .  People are individuals, and can’t be judged by their exteriors.  You can find out what someone thinks by asking, or by listening when he speaks.
• Don’t assume that someone from a particular culture, race, or background speaks for everyone else from that situation .  She may or may not represent the general opinion of people from situations similar to hers…or there may not be a general opinion among them.  In a group discussion, no one should be asked or assumed to represent anything more than herself.

The exception here is when someone has been chosen by her community or group to represent its point of view in a multi-sector discussion.  Even in that situation, the individual may find herself swayed by others’ arguments, or may have ideas of her own.  She may have agreed to sponsor particular ideas that are important to her group, but she may still have her own opinions as well, especially in other areas.

• Don’t be the font of all wisdom .  Even if you know more about the discussion topic than most others in the group (if you’re the teacher of a class, for instance), presenting yourself as the intellectual authority denies group members the chance to discuss the topic freely and without pressure.  Furthermore, some of them may have ideas you haven’t considered, or experiences that give them insights into the topic that you’re never likely to have.  Model learning behavior, not teaching behavior.

If you’re asked your opinion directly, you should answer honestly.  You have some choices about how you do that, however.  One is to state your opinion, but make very clear that it’s an opinion, not a fact, and that other people believe differently.  Another is to ask to hold your opinion until the end of the discussion, so as not to influence anyone’s thinking while it’s going on.  Yet another is to give your opinion after all other members of the group have stated theirs, and then discuss the similarities and differences among all the opinions and people’s reasons for holding them. If you’re asked a direct question, you might want to answer it if it’s a question of fact and you know the answer, and if it’s relevant to the discussion.  If the question is less clear-cut, you might want to throw it back to the group, and use it as a spur to discussion.

Group discussions are common in our society, and have a variety of purposes, from planning an intervention or initiative to mutual support to problem-solving to addressing an issue of local concern.  An effective discussion group depends on a leader or facilitator who can guide it through an open process – the group chooses what it’s discussing, if not already determined, discusses it with no expectation of particular conclusions, encourages civil disagreement and argument, and makes sure that every member is included and no one dominates.  It helps greatly if the leader comes to the task with a democratic or, especially, a collaborative style, and with an understanding of how a group functions.

A good group discussion leader has to pay attention to the process and content of the discussion as well as to the people who make up the group.  She has to prepare the space and the setting to the extent possible; help the group establish ground rules that will keep it moving civilly and comfortably; provide whatever materials are necessary; familiarize herself with the topic; and make sure that any pre-discussion readings or assignments get to participants in plenty of time.  Then she has to guide the discussion, being careful to promote an open process; involve everyone and let no one dominate; attend to the personal issues and needs of individual group members when they affect the group; summarize or clarify when appropriate; ask questions to keep the discussion moving, and put aside her own agenda, ego, and biases.

It’s not an easy task, but it can be extremely rewarding.  An effective group discussion can lay the groundwork for action and real community change.

Online resources

Everyday-Democracy . Study Circles Resource Center. Information and publications related to study circles, participatory discussion groups meant to address community issues.

Facilitating Political Discussions from the Institute for Democracy and Higher Education at Tufts University is designed to assist experienced facilitators in training others to facilitate politically charged conversations. The materials are broken down into "modules" and facilitation trainers can use some or all of them to suit their needs.

Project on Civic Reflection provides information about leading study circles on civic reflection.

“ Suggestions for Leading Small-Group Discussions ,” prepared by Lee Haugen, Center for Teaching Excellence, Iowa State University, 1998. Tips on university teaching, but much of the information is useful in other circumstances as well.

“ Tips for Leading Discussions ,” by Felisa Tibbits, Human Rights Education Associates.

Print resources

Forsyth, D . Group Dynamics . (2006). (4th edition).  Belmont, CA: Thomson Wadsworth. 

Johnson, D., & Frank P. (2002). Joining Together: Group theory and group skills . (8th edition).  Boston: Allyn & Bacon.

• Our Perspective
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• Professional Learning

Leading a discussion

What is leading a group discussion.

In a group discussion, the teacher and all of the students work on specific content together, using one another’s ideas as resources. The purposes of a discussion are to build collective knowledge and capability in relation to specific instructional goals and to allow students to practice listening, speaking, and interpreting, agreeing and disagreeing. The teacher and a wide range of students contribute orally, listen actively, and respond to and learn from others’ contributions. Teachers work to ensure students are positioned as competent among their peers, that patterns of interaction are respectful, and that the collective work of the group uses the strengths of and benefits each student.

How does leading a group discussion advance justice?

The free and fair exchange of ideas is foundational for democracy. This requires the ability to share, justify and defend one’s ideas and to listen attentively and thoughtfully to the ideas and perspectives of people different from oneself. In classrooms, students practice the skills of reasoned argument, debate, and collective knowledge-building toward common goals. Group discussions provide opportunities for students to make sense of complex ideas together and support one another to speak and listen in ways that advance the classroom community and common good. Group discussions also have the potential to reproduce patterns of inequity in classrooms, so teachers work to identify and disrupt these patterns in all areas of the discussion from selecting a task that will make space for a wide range of student strengths to concluding in a way that positions students as capable.

What are the elements of the practice?

The diagram below breaks down work that teachers do when they are leading a group discussion. This breakdown, or decomposition, helps teacher educators to break down the practice into a set of parts that can be observed and practiced.

Download Decomposition

What does this practice look like in each content area?

Mathematics, english language arts, social studies.

Jigsaw Collaborative Discussion Method

This page introduces the Jigsaw method and describes how to use this method in classroom activities. Jigsaw was first developed as a way to combat racial bias among elementary school students. In the early 1970s, social psychologist Elliot Aronson developed this method after being asked to help diffuse tension in classrooms where black, Hispanic, and white students had recently been integrated. Aronson and his team observed that the students were learning in a competitive environment. With his research team, he recommended creating a cooperative environment where students had to depend on each other to learn assigned material well. In just a few weeks, students initially hostile to one another were, instead, encouraging each other to succeed and learn the material well. Racial tensions were largely diffused, and students learned the assigned material with a higher level of mastery. Read a letter from one of the students in this first Jigsaw classroom.

Research has shown this method is useful for learners of all ages. The primary strategy is to create assignments and activities that allow students to cultivate topic-specific expertise and then teach the material they have learned to other students in the class. Student groups are then asked to draw on everyone’s expertise to complete a task together or prepare for an individual exam.

Resource Goals:

• To encourage students to cultivate confidence in themselves and each other using collaborative learning.
• To mitigate stereotyping and other kinds of bias that create negative learning environments for students across all social identities.

Jigsaw Collaborative Resource Guide:

Related posts:, additional insights:.

Center for Teaching Innovation

Resource library.

• Examples of Collaborative Learning or Group Work Activities

Getting Started with Designing Group Work Assignments

• Getting Started with Evaluating Group Work
• Team-Based Learning Collaborative

First, think about the course learning outcomes  and how group work might address them. Then consider how groups will be organized, how student learning and group processes will be supported, and how students will be evaluated, if at all.    Short in-class activities may take less planning, but it is still important to consider how the process will play out in a classroom situation.    How will you introduce the activity? How much time is required? How will you debrief as a group? For in-class collaborative activities, focus on  asking effective questions  that engage students in the types of learning you are trying to encourage.    For more involved projects that take place over a longer period of time and for which students will be graded, plan each stage of the group work. 

How Will Groups be Formed?

Allowing students to form their own groups will likely result in uneven groupings. If possible, arrange groups by skills and/or backgrounds. For example, ask students to rate their comfort/ability-level on a number of skills (research, background knowledge of course topics, work experience, etc.) and try to arrange groups that include “experts” in different areas. Another possibility is to do a preliminary assessment and then based on the results, purposefully create groups that blend abilities. 

How Will you Ensure that Students are Productive?

Set aside time early in the semester to allow for icebreakers and team-building activities. Consider using class time for group work to eliminate students having to coordinate meeting times outside of class. Much of the group work can be done collaboratively online, again, lessening the difficulty of coordination. See more on how to manage groups in the next question. 

What Technology Might Assist the Group Work?

If technology use is required, you will need to incorporate learning activities around the use of the technology. At the beginning, do a low stakes activity that helps students become familiar with the technology. If other types of technology can facilitate the group work processes, guide students in its use. 

What can the Students do?

Choose assignment topics or tasks that are related to the real-world and can be connected to students’ lives. For example, have students try to analyze and solve a current local or international problem. Or have students complete tasks that involve using and developing skills that they will likely use in their future professional lives, such as writing a proposal or collaborating online. Here are some other considerations for creating effective group work activities: 

• Break a larger assignment into smaller pieces and set multiple deadlines to ensure that students work toward reaching milestones throughout the process rather than pulling it all together at the last minute.
• Incorporate  peer assessments  at each milestone to encourage self-awareness and to ensure ongoing feedback.
• Tie in-class activities and lectures to the group assignment. For example, during class sessions, provide clues that will assist students in their group projects.
• Be sure to explain how students will be evaluated and  use a rubric  to communicate these expectations. See more on how to evaluate group work in Getting Started with Evaluating Group Work .

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Which resource can be helpful to consult when writing group discussion questions?

A teacher's guide

Bloom's Taxonomy

A research book on the topic

The textbook for the subject

Which statement is TRUE?

Topics related to ethical issues are not good for group discussions.

It is best to avoid topics that are controversial when picking group discussion topics.

Topics related to ethics generally are good for group discussions.

Topics with clear right and wrong answers are excellent for group discussions.

Which activity would make a group discussion about a historical event more interesting?

Have members of the group take on the roles of different characters during that time period and then discuss the questions from their perspective.

Divide the group into pairs for discussion.

There is nothing you can do to make a historical discussion more interesting.

Have the group move to different sides of the room if they agree with the speaker or not.

What types of questions are good to ask in a group discussion?

Reading comprehension questions

Questions with one word or short answers

Questions with clear correct answers

Questions that require the group to synthesize and evaluate information

Which of the following would be a good question to ask a group after reading a fictional book?

What was the point of conflict for the character?

Which scene do you think was the most important? Why?

Where did the main character live?

Who was the main character's best friend?

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Eberly Center

Teaching excellence & educational innovation, what are the challenges of group work and how can i address them.

Unfortunately, groups can easily end up being less, rather than more, than the sum of their parts. Why is this?

In this section, we consider the hazards of group projects and strategies instructors can use to avoid or mitigate them. Find other strategies and examples here or contact the Eberly Center for Teaching Excellence for help.

For students, common challenges of group work include:

• Coordination costs
• Motivation costs
• Intellectual costs

For instructors, common challenges involve:

• Allocating time
• Teaching process skills
• Assessing process as well as product
• Assessing individual as well as group learning

Challenges for students

Coordination costs represent time and energy that group work consumes that individual work does not, including the time it takes to coordinate schedules, arrange meetings, meet, correspond, make decisions collectively, integrate the contributions of group members, etc. The time spent on each of these tasks may not be great, but together they are significant.

Coordination costs can’t be eliminated, nor should they be: after all, coordinating the efforts of multiple team members is an important skill. However, if coordination costs are excessive or are not factored into the structure of group assignments, groups tend to miss deadlines, their work is poorly integrated, motivation suffers, and creativity declines.

Instructors should note that coordination costs increase with:

• Group size: The more people in the group, the more schedules to accommodate, parts to delegate, opinions to consider, pieces to integrate, etc. Smaller groups have lower coordination costs.
• Task interdependence: Tasks in which group members are highly reliant on one another at all stages tend to have higher coordination costs than tasks that allow students to “divide and conquer”, though they may not satisfy the same collaborative goals.
• Heterogeneity: Heterogeneity of group members tends to raises coordination costs, especially if there are language issues to contend with, cultural differences to bridge, and disparate skills to integrate. However, since diversity of perspectives is one of the principle advantages of groups, this should not necessarily be avoided.

Strategies: To help reduce or mitigate coordination costs:

• Keep groups small.
• Designate some class time for group meetings.
• Use group resumes or skills inventories to help teams delegate subtasks.
• Assign roles (e.g., group leader, scheduler) or encourage students to do so.
• Point students to digital tools that facilitate remote and/or asynchronous meetings.
• Warn students about time-consuming stages and tasks.
• Actively build communication and conflict resolution skills.
• Designate time in the project schedule for the group to integrate parts.

Motivation costs refers to the adverse effect on student motivation of working in groups, which often involves one or more of these phenomena:

• Free riding occurs when one or more group members leave most or all of the work to a few, more diligent, members. Free riding – if not addressed proactively – tends to erode the long-term motivation of hard-working students.
• Social loafing describes the tendency of group members to exert less effort than they can or should because of the reduced sense of accountability (think of how many people don’t bother to vote, figuring that someone else will do it.) Social loafing lowers group productivity.
• Conflict within groups can erode morale and cause members to withdraw. It can be subtle or pronounced, and can (but isn’t always) the cause and result of free riding. Conflict – if not effectively addressed – can leave group members with a deeply jaundiced view of teams.

Strategies: To address both preexisting and potential motivation problems:

• Explain why working in groups is worth the frustration.
• Establish clear expectations for group members, by setting ground rules and/or using team contracts.
• Increase individual accountability by combining group assessments with individual assessments. 
• Teach conflict-resolution skills and reinforce them by role-playing responses to hypothetical team conflict scenarios. 
• Assess group processes via periodic process reports, self-evaluations, and peer evaluations.

Intellectual costs refer to characteristics of group behavior that can reduce creativity and productivity. These include:

• Groupthink : the tendency of groups to conform to a perceived majority view. 
• Escalation of commitment : the tendency of groups to become more committed to their plans and strategies – even ineffective ones – over time. 
• Transparency illusion : the tendency of group members to believe their thoughts, attitudes and reasons are more obvious to others than is actually the case.
• Common information effect : the tendency of groups to focus on information all members share and ignore unique information, however relevant.

Strategies: To reduce intellectual costs and increase the creativity and productivity of groups:

• Precede group brainstorming with a period of individual brainstorming (sometimes called “nominal group technique”). This forestalls groupthink and helps the group generate and consider more different ideas.
• Encourage group members to reflect on and highlight their contributions in periodic self-evaluations. 
• Create structured opportunities at the halfway point of projects to allow students to reevaluate and revise their strategies and approaches.
• Assign roles to group members that reduce conformity and push the group intellectually (devil’s advocate, doubter, the Fool).

Challenges for instructors

While group assignments have benefits for instructors , they also have complexities that instructors should consider carefully, for example in these areas:

Allocating time: While group assignments may save instructors time in some areas (e.g., grading final projects), they may add time in other areas (e.g., time needed up front to identify appropriate project topics, contact external clients, compose student groups; time during the semester to meet with and monitor student groups; time at the end of the semester to ascertain the contributions of individual team members.)

Teaching process skills: Functioning effectively in teams requires students to develop strong communication, coordination, and conflict resolution skills, which not all instructors feel qualified to teach. Many instructors are also reluctant to devote class time to reinforcing these skills and may be uncomfortable dealing with the interpersonal issues that can arise in groups. In other words, dealing proactively with team dynamics may push some instructors out of their comfort zone.

Assessing process as well as product: Assessing teamwork skills and group dynamics (i.e., process) can be far trickier than assessing a team’s work (i.e., product). Effective evaluation of process requires thoughtful consideration of learning objectives and a combination of assessment approaches. This creates layers of complexity that instructors may not anticipate.

Assessing individual as well as group learning: Group grades can hide significant differences in learning, yet teasing out which team members did and did not contribute to the group or learn the lessons of the assignment can be difficult. Once again, this adds complexity to group projects that instructors often underestimate. 

Find effective strategies to help faculty address these issues in the design of effective group projects .

How Tech Giants Cut Corners to Harvest Data for A.I.

OpenAI, Google and Meta ignored corporate policies, altered their own rules and discussed skirting copyright law as they sought online information to train their newest artificial intelligence systems.

Researchers at OpenAI’s office in San Francisco developed a tool to transcribe YouTube videos to amass conversational text for A.I. development. Credit... Jason Henry for The New York Times

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By Cade Metz ,  Cecilia Kang ,  Sheera Frenkel ,  Stuart A. Thompson and Nico Grant

Reporting from San Francisco, Washington and New York

• April 6, 2024

In late 2021, OpenAI faced a supply problem.

The artificial intelligence lab had exhausted every reservoir of reputable English-language text on the internet as it developed its latest A.I. system. It needed more data to train the next version of its technology — lots more.

So OpenAI researchers created a speech recognition tool called Whisper. It could transcribe the audio from YouTube videos, yielding new conversational text that would make an A.I. system smarter.

Some OpenAI employees discussed how such a move might go against YouTube’s rules, three people with knowledge of the conversations said. YouTube, which is owned by Google, prohibits use of its videos for applications that are “independent” of the video platform.

Ultimately, an OpenAI team transcribed more than one million hours of YouTube videos, the people said. The team included Greg Brockman, OpenAI’s president, who personally helped collect the videos, two of the people said. The texts were then fed into a system called GPT-4 , which was widely considered one of the world’s most powerful A.I. models and was the basis of the latest version of the ChatGPT chatbot.

The race to lead A.I. has become a desperate hunt for the digital data needed to advance the technology. To obtain that data, tech companies including OpenAI, Google and Meta have cut corners, ignored corporate policies and debated bending the law, according to an examination by The New York Times.

At Meta, which owns Facebook and Instagram, managers, lawyers and engineers last year discussed buying the publishing house Simon & Schuster to procure long works, according to recordings of internal meetings obtained by The Times. They also conferred on gathering copyrighted data from across the internet, even if that meant facing lawsuits. Negotiating licenses with publishers, artists, musicians and the news industry would take too long, they said.

Like OpenAI, Google transcribed YouTube videos to harvest text for its A.I. models, five people with knowledge of the company’s practices said. That potentially violated the copyrights to the videos, which belong to their creators.

Last year, Google also broadened its terms of service. One motivation for the change, according to members of the company’s privacy team and an internal message viewed by The Times, was to allow Google to be able to tap publicly available Google Docs, restaurant reviews on Google Maps and other online material for more of its A.I. products.

The companies’ actions illustrate how online information — news stories, fictional works, message board posts, Wikipedia articles, computer programs, photos, podcasts and movie clips — has increasingly become the lifeblood of the booming A.I. industry. Creating innovative systems depends on having enough data to teach the technologies to instantly produce text, images, sounds and videos that resemble what a human creates.

The volume of data is crucial. Leading chatbot systems have learned from pools of digital text spanning as many as three trillion words, or roughly twice the number of words stored in Oxford University’s Bodleian Library, which has collected manuscripts since 1602. The most prized data, A.I. researchers said, is high-quality information, such as published books and articles, which have been carefully written and edited by professionals.

For years, the internet — with sites like Wikipedia and Reddit — was a seemingly endless source of data. But as A.I. advanced, tech companies sought more repositories. Google and Meta, which have billions of users who produce search queries and social media posts every day, were largely limited by privacy laws and their own policies from drawing on much of that content for A.I.

Their situation is urgent. Tech companies could run through the high-quality data on the internet as soon as 2026, according to Epoch, a research institute. The companies are using the data faster than it is being produced.

“The only practical way for these tools to exist is if they can be trained on massive amounts of data without having to license that data,” Sy Damle, a lawyer who represents Andreessen Horowitz, a Silicon Valley venture capital firm, said of A.I. models last year in a public discussion about copyright law. “The data needed is so massive that even collective licensing really can’t work.”

Tech companies are so hungry for new data that some are developing “synthetic” information. This is not organic data created by humans, but text, images and code that A.I. models produce — in other words, the systems learn from what they themselves generate.

OpenAI said each of its A.I. models “has a unique data set that we curate to help their understanding of the world and remain globally competitive in research.” Google said that its A.I. models “are trained on some YouTube content,” which was allowed under agreements with YouTube creators, and that the company did not use data from office apps outside of an experimental program. Meta said it had “made aggressive investments” to integrate A.I. into its services and had billions of publicly shared images and videos from Instagram and Facebook for training its models.

For creators, the growing use of their works by A.I. companies has prompted lawsuits over copyright and licensing. The Times sued OpenAI and Microsoft last year for using copyrighted news articles without permission to train A.I. chatbots. OpenAI and Microsoft have said using the articles was “fair use,” or allowed under copyright law, because they transformed the works for a different purpose.

More than 10,000 trade groups, authors, companies and others submitted comments last year about the use of creative works by A.I. models to the Copyright Office , a federal agency that is preparing guidance on how copyright law applies in the A.I. era.

Justine Bateman, a filmmaker, former actress and author of two books, told the Copyright Office that A.I. models were taking content — including her writing and films — without permission or payment.

“This is the largest theft in the United States, period,” she said in an interview.

‘Scale Is All You Need’

In January 2020, Jared Kaplan, a theoretical physicist at Johns Hopkins University, published a groundbreaking paper on A.I. that stoked the appetite for online data.

His conclusion was unequivocal: The more data there was to train a large language model — the technology that drives online chatbots — the better it would perform. Just as a student learns more by reading more books, large language models can better pinpoint patterns in text and be more accurate with more information.

“Everyone was very surprised that these trends — these scaling laws as we call them — were basically as precise as what you see in astronomy or physics,” said Dr. Kaplan, who published the paper with nine OpenAI researchers. (He now works at the A.I. start-up Anthropic.)

“Scale is all you need” soon became a rallying cry for A.I.

Researchers have long used large public databases of digital information to develop A.I., including Wikipedia and Common Crawl, a database of more than 250 billion web pages collected since 2007. Researchers often “cleaned” the data by removing hate speech and other unwanted text before using it to train A.I. models.

In 2020, data sets were tiny by today’s standards. One database containing 30,000 photographs from the photo website Flickr was considered a vital resource at the time.

After Dr. Kaplan’s paper, that amount of data was no longer enough. It became all about “just making things really big,” said Brandon Duderstadt, the chief executive of Nomic, an A.I. company in New York.

Before 2020, most A.I. models used relatively little training data.

Mr. Kaplan’s paper, released in 2020, led to a new era defined by GPT-3, a large language model, where researchers began including more data in their models …

… much, much more data.

When OpenAI unveiled GPT-3 in November 2020, it was trained on the largest amount of data to date — about 300 billion “tokens,” which are essentially words or pieces of words. After learning from that data, the system generated text with astounding accuracy, writing blog posts, poetry and its own computer programs.

In 2022, DeepMind, an A.I. lab owned by Google, went further. It tested 400 A.I. models and varied the amount of training data and other factors. The top-performing models used even more data than Dr. Kaplan had predicted in his paper. One model, Chinchilla, was trained on 1.4 trillion tokens.

It was soon overtaken. Last year, researchers from China released an A.I. model, Skywork , which was trained on 3.2 trillion tokens from English and Chinese texts. Google also unveiled an A.I. system, PaLM 2 , which topped 3.6 trillion tokens .

Transcribing YouTube

In May, Sam Altman , the chief executive of OpenAI, acknowledged that A.I. companies would use up all viable data on the internet.

“That will run out,” he said in a speech at a tech conference.

Mr. Altman had seen the phenomenon up close. At OpenAI, researchers had gathered data for years, cleaned it and fed it into a vast pool of text to train the company’s language models. They had mined the computer code repository GitHub, vacuumed up databases of chess moves and drawn on data describing high school tests and homework assignments from the website Quizlet.

By late 2021, those supplies were depleted, said eight people with knowledge of the company, who were not authorized to speak publicly.

OpenAI was desperate for more data to develop its next-generation A.I. model, GPT-4. So employees discussed transcribing podcasts, audiobooks and YouTube videos, the people said. They talked about creating data from scratch with A.I. systems. They also considered buying start-ups that had collected large amounts of digital data.

OpenAI eventually made Whisper, the speech recognition tool, to transcribe YouTube videos and podcasts, six people said. But YouTube prohibits people from not only using its videos for “independent” applications, but also accessing its videos by “any automated means (such as robots, botnets or scrapers).”

OpenAI employees knew they were wading into a legal gray area, the people said, but believed that training A.I. with the videos was fair use. Mr. Brockman, OpenAI’s president, was listed in a research paper as a creator of Whisper. He personally helped gather YouTube videos and fed them into the technology, two people said.

Mr. Brockman referred requests for comment to OpenAI, which said it uses “numerous sources” of data.

Last year, OpenAI released GPT-4, which drew on the more than one million hours of YouTube videos that Whisper had transcribed. Mr. Brockman led the team that developed GPT-4.

Some Google employees were aware that OpenAI had harvested YouTube videos for data, two people with knowledge of the companies said. But they didn’t stop OpenAI because Google had also used transcripts of YouTube videos to train its A.I. models, the people said. That practice may have violated the copyrights of YouTube creators. So if Google made a fuss about OpenAI, there might be a public outcry against its own methods, the people said.

Matt Bryant, a Google spokesman, said the company had no knowledge of OpenAI’s practices and prohibited “unauthorized scraping or downloading of YouTube content.” Google takes action when it has a clear legal or technical basis to do so, he said.

Google’s rules allowed it to tap YouTube user data to develop new features for the video platform. But it was unclear whether Google could use YouTube data to build a commercial service beyond the video platform, such as a chatbot.

Geoffrey Lottenberg, an intellectual property lawyer with the law firm Berger Singerman, said Google’s language about what it could and could not do with YouTube video transcripts was vague.

“Whether the data could be used for a new commercial service is open to interpretation and could be litigated,” he said.

In late 2022, after OpenAI released ChatGPT and set off an industrywide race to catch up , Google researchers and engineers discussed tapping other user data. Billions of words sat in people’s Google Docs and other free Google apps. But the company’s privacy restrictions limited how they could use the data, three people with knowledge of Google’s practices said.

In June, Google’s legal department asked the privacy team to draft language to broaden what the company could use consumer data for, according to two members of the privacy team and an internal message viewed by The Times.

The employees were told Google wanted to use people’s publicly available content in Google Docs, Google Sheets and related apps for an array of A.I. products. The employees said they didn’t know if the company had previously trained A.I. on such data.

At the time, Google’s privacy policy said the company could use publicly available information only to “help train Google’s language models and build features like Google Translate.”

The privacy team wrote new terms so Google could tap the data for its “A.I. models and build products and features like Google Translate, Bard and Cloud AI capabilities,” which was a wider collection of A.I. technologies.

“What is the end goal here?” one member of the privacy team asked in an internal message. “How broad are we going?”

The team was told specifically to release the new terms on the Fourth of July weekend, when people were typically focused on the holiday, the employees said. The revised policy debuted on July 1, at the start of the long weekend.

How Google Can Use Your Data

Here are the changes Google made to its privacy policy last year for its free consumer apps.

Google uses information to improve our services and to develop new products, features and technologies that benefit our users and the public. For example, we use publicly available information to help train Google’s language AI models and build products and features like Google Translate , Bard, and Cloud AI capabilities .

In August, two privacy team members said, they pressed managers on whether Google could start using data from free consumer versions of Google Docs, Google Sheets and Google Slides. They were not given clear answers, they said.

Mr. Bryant said that the privacy policy changes had been made for clarity and that Google did not use information from Google Docs or related apps to train language models “without explicit permission” from users, referring to a voluntary program that allows users to test experimental features.

“We did not start training on additional types of data based on this language change,” he said.

The Debate at Meta

Mark Zuckerberg, Meta’s chief executive, had invested in A.I. for years — but suddenly found himself behind when OpenAI released ChatGPT in 2022. He immediately pushed to match and exceed ChatGPT , calling executives and engineers at all hours of the night to push them to develop a rival chatbot, said three current and former employees, who were not authorized to discuss confidential conversations.

But by early last year, Meta had hit the same hurdle as its rivals: not enough data.

Ahmad Al-Dahle, Meta’s vice president of generative A.I., told executives that his team had used almost every available English-language book, essay, poem and news article on the internet to develop a model, according to recordings of internal meetings, which were shared by an employee.

Meta could not match ChatGPT unless it got more data, Mr. Al-Dahle told colleagues. In March and April 2023, some of the company’s business development leaders, engineers and lawyers met nearly daily to tackle the problem.

Some debated paying $10 a book for the full licensing rights to new titles. They discussed buying Simon & Schuster, which publishes authors like Stephen King, according to the recordings.

They also talked about how they had summarized books, essays and other works from the internet without permission and discussed sucking up more, even if that meant facing lawsuits. One lawyer warned of “ethical” concerns around taking intellectual property from artists but was met with silence, according to the recordings.

Mr. Zuckerberg demanded a solution, employees said.

“The capability that Mark is looking for in the product is just something that we currently aren’t able to deliver,” one engineer said.

While Meta operates giant social networks, it didn’t have troves of user posts at its disposal, two employees said. Many Facebook users had deleted their earlier posts, and the platform wasn’t where people wrote essay-type content, they said.

Meta was also limited by privacy changes it introduced after a 2018 scandal over sharing its users’ data with Cambridge Analytica, a voter-profiling company.

Mr. Zuckerberg said in a recent investor call that the billions of publicly shared videos and photos on Facebook and Instagram are “greater than the Common Crawl data set.”

During their recorded discussions, Meta executives talked about how they had hired contractors in Africa to aggregate summaries of fiction and nonfiction. The summaries included copyrighted content “because we have no way of not collecting that,” a manager said in one meeting.

Meta’s executives said OpenAI seemed to have used copyrighted material without permission. It would take Meta too long to negotiate licenses with publishers, artists, musicians and the news industry, they said, according to the recordings.

“The only thing that’s holding us back from being as good as ChatGPT is literally just data volume,” Nick Grudin, a vice president of global partnership and content, said in one meeting.

OpenAI appeared to be taking copyrighted material and Meta could follow this “market precedent,” he added.

Meta’s executives agreed to lean on a 2015 court decision involving the Authors Guild versus Google , according to the recordings. In that case, Google was permitted to scan, digitize and catalog books in an online database after arguing that it had reproduced only snippets of the works online and had transformed the originals, which made it fair use.

Using data to train A.I. systems, Meta’s lawyers said in their meetings, should similarly be fair use.

At least two employees raised concerns about using intellectual property and not paying authors and other artists fairly or at all, according to the recordings. One employee recounted a separate discussion about copyrighted data with senior executives including Chris Cox, Meta’s chief product officer, and said no one in that meeting considered the ethics of using people’s creative works.

‘Synthetic’ Data

OpenAI’s Mr. Altman had a plan to deal with the looming data shortage.

Companies like his, he said at the May conference, would eventually train their A.I. on text generated by A.I. — otherwise known as synthetic data.

Since an A.I. model can produce humanlike text, Mr. Altman and others have argued, the systems can create additional data to develop better versions of themselves. This would help developers build increasingly powerful technology and reduce their dependence on copyrighted data.

“As long as you can get over the synthetic data event horizon, where the model is smart enough to make good synthetic data, everything will be fine,” Mr. Altman said.

A.I. researchers have explored synthetic data for years. But building an A.I system that can train itself is easier said than done. A.I. models that learn from their own outputs can get caught in a loop where they reinforce their own quirks, mistakes and limitations.

“The data these systems need is like a path through the jungle,” said Jeff Clune, a former OpenAI researcher who now teaches computer science at the University of British Columbia. “If they only train on synthetic data, they can get lost in the jungle.”

To combat this, OpenAI and others are investigating how two different A.I. models might work together to generate synthetic data that is more useful and reliable. One system produces the data, while a second judges the information to separate the good from the bad. Researchers are divided on whether this method will work.

A.I. executives are barreling ahead nonetheless.

“It should be all right,” Mr. Altman said at the conference.

An earlier version of this article misstated the publisher of J.K. Rowling’s books. Her works have been published by Scholastic, Little, Brown and others. They were not published by Simon & Schuster.

How we handle corrections

Cade Metz writes about artificial intelligence, driverless cars, robotics, virtual reality and other emerging areas of technology. More about Cade Metz

Cecilia Kang reports on technology and regulatory policy and is based in Washington D.C. She has written about technology for over two decades. More about Cecilia Kang

Sheera Frenkel is a reporter based in the San Francisco Bay Area, covering the ways technology impacts everyday lives with a focus on social media companies, including Facebook, Instagram, Twitter, TikTok, YouTube, Telegram and WhatsApp. More about Sheera Frenkel

Stuart A. Thompson writes about how false and misleading information spreads online and how it affects people around the world. He focuses on misinformation, disinformation and other misleading content. More about Stuart A. Thompson

Nico Grant is a technology reporter covering Google from San Francisco. Previously, he spent five years at Bloomberg News, where he focused on Google and cloud computing. More about Nico Grant

Explore Our Coverage of Artificial Intelligence

News  and Analysis

Artificial intelligence is peering into restaurant garbage pails  and crunching grocery-store data to try to figure out how to send less uneaten food into dumpsters.

David Autor, an M.I.T. economist and tech skeptic, argues that A.I. is fundamentally different  from past waves of computerization.

Economists doubt that artificial intelligence is already visible in productivity data . Big companies, however, talk often about adopting it to improve efficiency.

OpenAI unveiled Voice Engine , an A.I. technology that can recreate a person’s voice from a 15-second recording.

Amazon said it had added $2.75 billion to its investment in Anthropic , an A.I. start-up that competes with companies like OpenAI and Google.

Gov. Bill Lee of Tennessee signed a bill  to prevent the use of A.I. to copy a performer’s voice. It is the first such measure in the United States.

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