Three steps for inclusive and effective group agreements

When we teach about group dynamics and ask what skills are important for working together, communication is one of the first mentioned. It is not always easy to master, but good communication is necessary for successful group work. A few reasons why it can be difficult include unclear expectations, different cultural and neurodiverse identities, and power imbalances among the group.

One way to ensure good group communication is to start a meeting with a conversation about group agreements. This is a list of guidelines that everyone in the group agrees to follow. (See How can you have more productive discussions? for tips on how to create them.) Some people call these lists group norms, guidelines, or ground rules. We prefer to use the term "group agreements" because it means everyone in the group has agreed on the list.

According to Sensoy and DiAngelo, it is important to carefully consider how you create this list of agreements, otherwise, it could actually get in the way of discussion. Power imbalances based on social identities (including race, gender, abilities, and other factors) can affect how much we trust each other, how included we feel, and how we communicate.

Everyone should have the chance to learn and share. Christie Forgette highlights the significance of this by stressing the importance of reviewing and changing the list of agreements together to ensure fairness for all. Below are three steps we use to assure group agreements are inclusive and effective.

1. Make sure the agreements are really agreements

This may seem obvious, but it’s not always. I’ve been in many meetings where the facilitator simply provides a list of expected rules and then moves on. This approach can diminish the importance of the rules. It also means people don't get a chance to talk about their own needs, ask questions about the rules, or disagree. This can obstruct inclusion, access, and safety for diverse participants.

Leadership and civic engagement educator Jody Horntvedt says about why people may not attend meetings, “If members are not asked to contribute or share either their knowledge or insight on a topic, they will disengage.” Asking people to participate in making the group agreements can encourage them to contribute more throughout the meeting.

2. Frame the agreements as practices

Another common problem is some agreements seem easy to follow in theory but are hard to understand in reality. For example, “listen respectfully” is a common group guideline. But what does respect mean to you? Does it mean the same to others?

Culture, language, and neurodiversity are a few reasons why people may understand or act on guidelines differently. It’s clearer to agree on a specific practice, such as "Only one person talks at a time," or "Listen to understand, not just to respond."

3. Revisit group agreements every time the group meets!

Revisit your list of agreements frequently. Doing so is important for communication trust and should only take a few minutes. Reviewing the list of agreements serves three purposes:

1. It reminds us of how we agreed to be with one another.
2. As new people enter the group, we need to make sure everyone is on the same page.
3. Something may happen in a meeting that requires a new or changed rule (or group members may change their minds).

Augsburg assistant professor Alex Fink recommends evaluating each session to check on the status of our agreements.

By using these three steps, facilitators can improve group communication and ensure their guidelines make people feel valued. It’s important to keep in mind these steps may not be right for certain situations. In fact, in some cases, it might be necessary not to use agreements.

For example, in some conversations about diversity, equity, and inclusion, facilitators may introduce important guidelines that should not be adjusted or removed for group safety. Facilitators should intentionally decide how to set group agreements, keeping in mind context, power imbalances, and the needs of the group. Doing so leads to more accountability and inclusion within the group and creates a more cohesive, positive group atmosphere.