◆ SpookStack

i) (1) To practice skills. Participants, by taking on various roles, learn how to behave in different sit- uatieas. They get an idea of what to expect and how to react in the best way (to obtain best results). Mistakes are leas likely later on. Going into the streets, into unfamiliar surroundings and new situations without some training and understanding of the principles in- volved is as foolish as going into a ball game without knowing the signals or the rules. {2) To understand your opponent. By playing opponents' roles, the worker gets to feel how the opponent thinks and feels. This will be of tremendous value in the real situation because the worker will be better able to make judgements as to possible reactions to various tactics. It is particularly important prior to conducting negotiations, because the negotiator will be prepared for some of the answers and arguments from the opposition side. Tactics that deal more real istically with how the opponent actually thinks are more likely to develop this way. (3) To build up morale. By practicing a variety of situations together with the people with whom you'll be going into action, you'll get to know each other better, and build up confidence in what each member of the group is likely to do under pressure. In the face of tremendous ~ deeatility it fe crucial to bawe confidence in the other mem-~ bers of your group. The group, as it works together in 50 preparation for an action, builds up this confidence, or morale. (4) To get rid of tensions Everybody, particularly the victim of segregation, has tensions. It is important, when in action, to keep tensions under control, But ina crisis situation tensions tend to build up and come out. People "crack" under strain and "blow 1p." After a while, some begin to suffer the equivalent of "battle fatigue." Obviously this presents a real danger if it takes place in an actual situation. In the workshop, the opportunity is created to get rid of tensions before the action. Everybody has a chance to blow off steam ina harmless place. Frequently this happens when partic- ipants "let go" at other participants who are playing the roles of opponents: police officers, members of the white power structure, "Uncle Toms," etc, (Joking and singing also help to do this.) (5) To make for more democracy. The workshop, by spreading skills to a larger number, helps to build up a bigger body of persons who are familiar with tech~ niques and skills of leadership (running a meeting, con- ducting negotiations, being a picket caplain, acting as a spokesman). Leadership is helped to move out from a single person to others, who, because of their know- how, will have to be brought into the decision-making process. If an organization lacks fuller participation only because there is little know-how, workshops can 51