The Delphi Technique: Letâs Stop Being Manipulated!
http://vlrc.org/articles/110.html
By Albert V. Burns More and more, we are seeing citizens being invited to âparticipateâ in various forms of meetings, councils, or boards to âhelp determineâ public policy in one field or another. They are supposedly being included to get âinputâ from the public to help officials make final decisions on taxes, education, community growth or whatever the particular subject matter might be.
Sounds great, doesnât it? Unfortunately, surface appearances are often deceiving.
You, Mr. or Mrs. Citizen, decide to take part in one of these meetings.
Generally, you will find that there is already someone designated to lead or âfacilitateâ the meeting. Supposedly, the job of the facilitator is to be a neutral, non-directing helper to see that the meeting flows smoothly.
Actually, he or she is there for exactly the opposite reason: to see that the conclusions reached during the meeting are in accord with a plan already decided upon by those who called the meeting.
The process used to âfacilitateâ the meeting is called the Delphi Technique. This Delphi Technique was developed by the RAND Corporation for the U.S. Department of Defense back in the 1950s. It was originally intended for use as a psychological weapon during the cold war.
However, it was soon recognized that the steps of Delphi could be very valuable in manipulating ANY meeting toward a predetermined end.
How does the process take place? The techniques are well developed and well defined.
First, the person who will be leading the meeting, the facilitator or Change Agent must be a likable person with whom those participating in the meeting can agree or sympathize.
It is, therefore, the job of the facilitator to find a way to cause a split in the audience, to establish one or a few of the people as âbad guysâ while the facilitator is perceived as the âgood guy.â
Facilitators are trained to recognize potential opponents and how to make such people appear aggressive, foolish, extremist, etc. Once this is done, the facilitator establishes himself or herself as the âfriendâ of the rest of the audience.
The stage is now set for the rest of the agenda to take place.
At this point, the audience is generally broken up into âdiscussionâor âbreakoutââgroupsâ of seven or eight people each. Each of these groups is to be led by a subordinate facilitator.
 
					 
					 
			 
                      
		 
		 
                      
		 
                      
		 
                      
		 
			