◆ SpookStack

be deliberately set up to begin the process of making the group more democratic. The Audience and the Socio-Drama Role-playing, or socio-drama (not to be confused with psychodrama, which is used primarily as a tech- nique for mental health) requires an audience as well as participants, but the audience must be cautioned not to laugh out or react. They are the observers, and will be asked to evaluate and comment after the "scenario" is concluded. The socio-drama involves two or more persons spontaneously acting out roles in the context of real problems which the group faces. It can be used by anybody, for just about any human relations situation. Role-playing also requires the presence of a leader or director. It is the job of the leader to {a) define the problem; (b) establish the situation, or scene ("scenario"); (c) cast the characters; (d) brief and warm-up the actors and observers; (e) commence the action: (f) cut the action when he deems the point has been made, (g) lead the discussion and analysis of the situation and the behavior of the participants by getting them and the audience ‘o ‘alk: (h) make notes and plun future tests of the lessons learned from the scenac's. 52 Being a leader is difficult, and good leadership requires experience. Beginning leaders should not be discouraged if a scenario fizzles. But note what went wrong, and learn from mistakes. There are a number of books now available on this technique (frequently used in indus- trial relations) and use should be made of them by those interested in specializing in this valuable leadership function. (Example: Corsini, Shaw, and Blake, Role~ playing in Business and Industry, Free Press, 1961; and Adult Education Association of the U.S.A., How to Use Role Playing and Other Tools for Learning, 743 N. Wabash Ave. Chicago 11, Il.) It is wise to begin with simple situations, perhaps not even directly related to immediate problems (e.g.: an argument between two boys as to whether to rumble with the gang or go on the picket line) in order to "warm up" the group. Do not let the scenario go on too long -- cut it off when you think the group has seen enough to be able to analyze the problem, or when there is a natural ending, or when there is a dead end because of bad casting or inaccurate briefing or misunderstanding. Also make sure if you are doing a series of sce~ narios that there is a good "mix" between talk and action, Have some scenarios which emphasize each. After the scenario is concluded, Auring stage (g/ make sure you pin down what has been fearned. Sum- marize for the group, then move on to the next 53