Abstract

History of Role Play

Fifteen hundred years ago, the ancestor of what we know as "role play" appeared in India as the game of Chess. In its earliest form, Chess attempted to simulate battle between two nations. In northern Italy the ruler of the ancient city-state of Marostica inaugurated an early version of role play, creating a life-sized marble chessboard in the city square, replete with costumed human game pieces and mounted knights to vie for his daughter’s hand in marriage. This living Chess game is still carried out every two years, making it the longest running role play in history.

We use role play and simulations without even identifying them as such when we respond to a fire drill, and when we take a driver’s test. Emergency medical personnel simulate accidents to hone their skills in preparation for the real thing. Jet pilots, nuclear plant operators, and armchair race car drivers strap themselves into a simulator for the same reasons: to practice the particular skills they need in a safe learning environment.

What Is Role Play In Business?

In the literature describing role play, some draw clear distinctions between role play and simulations. Others suggest it’s neither possible nor profitable to make fine distinctions between the two. For our purposes, we define simulations as complex, lengthy, and relatively inflexible events. Role play, on the other hand, is highly flexible, leaving lots of room for imagination, and for thinking on one’s feet.

Role play has been used by the psychological professions, by the military, by social science educators, by elementary and secondary educators, and more recently by business professionals. When participants assume a "role," they play a part, either their own or someone else’s in a specific situation, or scenario. "Play" suggests that the role is conducted in a safe environment.

A group of business people involved in a successful role play have much in common with children playing Batman and Robin. Both groups are experimenting with creating their own reality and improving their ability to relate to others. Both situations are non-threatening and fun, and without an audience. None of the real-world risks of communication and behavior are present, and participants build self-confidence rather than damage it.

Many people are self-conscious and shy when they think they are being asked to perform. In role play, participants are not performing. Role play is concerned with the process of taking on a character rather than with the finished product. People naturally take sides on issues or beliefs every day. In business, taking sides stimulates probing, reassessing, challenging and lobbying, all good fodder for dynamic role plays. This partisan communication creates real-world practice time with a low threat threshold around potentially controversial issues. Research shows over and over again that role play and simulation have a positive effect on participants’ attitudes toward learning, decision making and interpersonal skills.

Facilitating Role Play

Creating Scenarios

Step one is to identify and interview those people in the organization who can provide the accurate detail that will make the scenario believable. Step two, based on what is learned from the interviews, is to write the scenario in as much detail as possible, and to write role descriptions for the participants. A role play session might include several scenarios from the same business situation, all shedding light on the particular goals for the session.

Seize the opportunity to be over the edge! If you write pablum scenarios and pablum roles, you will get pablum role plays. The role descriptions should include details as specific as the physical characteristics of the person to be played(height, weight, warts), as well as personality features (crabby, know-it-all), etc.

Participants are divided into groups equal to the number of characters in a scenario, usually five to seven, seated in circles of chairs. Each circle is given a packet containing the scenario and a character description for each participant, as well as name tags for each character. The facilitator explains the way the session will flow, the ground rules for the session, and sets a time limit. Then the facilitator reads background information to set the scene for the scenario. The scenario will be role-played for five to ten minutes.

Example of Setting The Scene

Role Play Characters

Examples of Characters

Jamie, Director of Operations. Jamie is an up-tight Yankee who thinks everyone is out to get him/her. Jamie is a hypochondriac whose stress manifests itself in grinding hisher teeth, resulting in a constant headache. Having been through three buyouts, he/she has become outspokenly cynical about the future. Jamie thinks going to meetings is a waste of time.

Facilitating the Debrief

First, the facilitator gives each circle two minutes to share their observations and experiences about the characters they assumed and the situation they role-played. Let the participants ventilate. This ventilating will open people up and get them talking.

The facilitator next begins to ask those questions that get at the goals for the session. Each circle processes the questions and the circle recorder captures the responses on the flip chart. Many of the points will naturally surface from the players. The facilitator need only ask those questions which will keep the debrief going. The facilitator may pose several questions displayed on a flip chart at the front of the room, and the circles will address all the questions before sharing their responses with the room.

The Business Result

Role Play is a lively, entertaining tool for exploring human and structural interconnections in complex organizational systems. To be effective, role play facilitators must learn to craft meaningful, realistic characters and relevant scenarios incorporating humor and real emotions to bring the role plays to life for participants. Through role play, facilitators can assist people in business in improving their results by improving their understanding of human interactions and diverse perspectives in critical business situations.

Bibliography

Simulations, A Handbook For Teachers and Trainers, Ken Jones, Kogan Page

Simulation Games, Design and Implementation, Robert Maidment and Russell Bronstein, Charles E. Merrill Publishing Co.

Role Play, Gillian Porter Ladousse, Oxford University Press

The Presenter

Janet Danforth is a facilitator and trainer with Atlanta-based Leadership Strategies Inc., "The Facilitation Company." As lead trainer for LSI’s "Effective Facilitator" course, she teaches facilitation skills in public and private classes. Danforth also works with senior managers and teams facilitating client initiatives.

With 25 years’ experience in adult education and strategic consulting, Danforth’s clients include AT&T, Oglethorpe Power, NSI, BellSouth.net, and CDC, among others. She recently conducted this Role Play workshop for the Society of Medical and Dental Management Consultants.

Danforth served as State of Maine Volunteer Advisor for the March of Dimes. She also served on the Board of Directors of the National Association of Women in Construction, Atlanta Chapter. Danforth attended the University of Maine, majoring in Human Development.