Ultimate 2025 Guide to Grouping Points Inclusively
Tired of awkward group selections? Our 2025 guide offers practical, inclusive strategies for grouping people in any setting, from workshops to team projects.
Dr. Aliyah Rashid
Organizational psychologist specializing in team dynamics, diversity, and creating equitable collaboration structures.
Your 2025 Guide to Grouping People Inclusively: From Classrooms to Boardrooms
Remember that feeling? The facilitator says, "Okay, everyone, find a partner!" and a wave of low-grade panic washes over the room. Some people instantly pair up with their work besties, while others scan the room, trying to make eye contact with anyone who doesn't look away. It’s a moment that can feel more like a middle school dance than a professional development session.
For decades, we've left grouping to chance, relying on outdated methods that prioritize speed over substance. But in 2025, in our increasingly diverse and interconnected environments, that’s no longer good enough. Intentional, inclusive grouping isn't just a "nice-to-have"—it's a critical tool for fostering psychological safety, unlocking innovation, and ensuring every single voice has a chance to be heard. It's time to move beyond the awkward shuffle and start designing collaboration that works for everyone.
Why Intentional Grouping Matters More Than Ever
How you ask people to form groups sends a powerful message. It can either reinforce existing social structures and hierarchies or intentionally disrupt them to create a more equitable space. When done thoughtfully, inclusive grouping becomes a cornerstone of a healthy culture.
- It Cultivates Psychological Safety: Random or self-selected groups can leave people feeling excluded or judged before the activity even begins. A structured, transparent process removes this anxiety, signaling that the environment is safe for participation and vulnerability.
- It Sparks Genuine Innovation: The best ideas often come from the intersection of different perspectives. When people are grouped with individuals outside their usual circle, they are exposed to new ways of thinking, challenging their assumptions and leading to more robust and creative solutions. Homogeneous groups, on the other hand, often lead to groupthink.
- It Promotes Equity and Belonging: Inclusive grouping ensures that quieter individuals aren't consistently overlooked and that dominant personalities don't always cluster together. It gives everyone—regardless of their seniority, personality, or social standing—an equal opportunity to contribute and build relationships, fostering a true sense of belonging.
The Pitfalls of "Classic" Grouping Methods
We've all been on the receiving end of these. While they seem efficient, they often do more harm than good. Let's retire these common but flawed approaches.
"The easiest way to group people is rarely the most effective or inclusive way. What feels efficient in the moment can create micro-exclusions that have a lasting impact."
- "Find your own group": This is the most common and often the most damaging. It reinforces existing cliques, isolates newcomers or introverts, and can create a palpable sense of social anxiety.
- "Count off by fours": While seemingly random and fair, this method is completely arbitrary. It ignores the purpose of the task, the skills in the room, and any existing interpersonal dynamics that might hinder collaboration.
- "Team Captains pick teams": This is a direct line back to the school playground. It creates a public hierarchy of who is most "desirable" to work with and can be deeply humiliating for those picked last. It has no place in a professional or adult learning environment.
The CORE Framework for Inclusive Grouping
To group people effectively, you need a plan. Instead of defaulting to the old ways, use the CORE Framework to guide your decision. It’s a simple mental checklist to ensure your grouping strategy aligns with your goals.
C: Context
What is the purpose of this group? The stakes and goals dictate the method. Are you doing a quick, 2-minute check-in? A multi-week project? A sensitive feedback session? A low-stakes icebreaker allows for more randomness, while a high-stakes project requires a more deliberate, skill-based approach.
O: Objectives
What do you want to achieve with the groups? Your objective might be:
- Knowledge Sharing: Group people with different levels of expertise so they can learn from each other.
- Brainstorming: Create diverse groups to maximize the variety of ideas.
- Relationship Building: Intentionally group people who don't normally work together to strengthen network ties across the organization.
- Execution: Group by complementary skills (e.g., a planner, a creative, a detail-oriented person) to complete a task efficiently.
R: Relationships
Are you trying to build new connections or leverage existing trust? For sensitive topics, you might want to let people work with someone they already trust. For most other activities, the goal should be to break down silos and encourage new relationships. Be aware of power dynamics—avoid grouping a junior employee with their direct manager for an open brainstorming session, as it can stifle honesty.
E: Equity
How will you ensure all voices can be heard? This is the most crucial filter. Consider the introverts and extroverts. Think about representation—avoid creating groups where one person is the sole representative of a specific demographic (gender, race, department), as it can put undue pressure on them to speak for that entire group. Mix it up to distribute social and positional power evenly.
Practical, Inclusive Grouping Strategies for Any Situation
Here are some field-tested methods that put the CORE framework into practice. Choose the one that best fits your context and objectives.
| Strategy Name | Best For... | How It Works | The Inclusivity Win |
|---|---|---|---|
| Card Sort | Quick, random groupings for low-stakes activities (groups of 2-5). | Hand out playing cards. Group by number, suit, or color. For example, "All the 4s get together." | It's fun, low-pressure, and truly random, breaking up cliques without any social anxiety. |
| Concentric Circles | Rapid-fire pair-ups for one-on-one discussions or relationship building. | Have half the group form an inner circle facing out, and the other half form an outer circle facing in. They pair up with the person opposite them. After a few minutes, the outer circle rotates one spot to the right. | Ensures everyone talks to multiple people in a structured, efficient way. No one gets left out. |
| Appointment Clock | A full day or multi-part workshop where you need different partners for different activities. | Give everyone a sheet with a "clock" on it (12:00, 3:00, 6:00, 9:00). Participants walk around and book an "appointment" with a different person for each time slot. Later, you say, "Find your 3:00 appointment!" | It empowers participants to plan their interactions while guaranteeing fresh pairings throughout the session. |
| Skill & Contribution Mapping | Longer-term projects or complex problem-solving. | Before the session, ask participants to briefly identify a skill they bring (e.g., "I'm great at organizing ideas") and something they want to learn. You then form groups that have a complementary mix of skills. | Creates highly effective, balanced teams based on contribution, not social status. It values what people can do. |
| Themed Corners | Grouping by interest for brainstorming or discussion. | Designate four corners of the room with different topics (e.g., "Marketing," "Product Design," "Customer Support," "Operations"). People go to the corner that interests them most. If a corner is too crowded, use a quick method like Card Sort to split it. | Allows for autonomy and passion-led grouping, but with a structure that prevents over-full or empty groups. |
Handling Resistance and Adjusting on the Fly
Even with the best-laid plans, you might get some pushback. Someone might say, "Can I just work with Sarah? We work well together." How you respond is key.
- Explain the "Why": Don't just enforce the rule. Briefly and cheerfully explain the purpose. "For this activity, I'm hoping to mix up our perspectives, so I'm asking everyone to partner with someone new. You and Sarah can definitely sync up later!"
- Acknowledge the Familiar: It's natural to want to work with friends. Acknowledge this. "I know it's comfortable to work with your usual teammates, and we'll have time for that later. For now, let's try this out."
- Be Confident and Kind: Your calm confidence sets the tone. If you present the method as a standard, helpful part of the process, most people will follow along without issue.
Conclusion: Building Bridges, Not Silos
Grouping isn't an administrative task; it's an act of leadership. Every time you bring people together, you have a choice. You can either reinforce the status quo or you can intentionally build a more connected, innovative, and inclusive culture. By moving beyond the easy, default methods and embracing a more thoughtful approach, you're not just forming groups—you're building bridges. Stop leaving collaboration to chance. Start designing it for success.