The manager sat behind the group so he could see and count the hands that went up, and the director wrote the numbers on the blackboard. No comments were made during the voting. The results looked as follows: ** f.

The first eight of these eighteen statements, which received at least one-half of the votes, were duplicated to form an analysis checklist for the particular manager, and when this particular manager roleplayed in other situations, the members checked any items that appeared. To prevent the manager from deliberately controlling himself only during the sessions, they were rather lengthy (about twenty minutes), the situations were imperfectly described to the manager so that he would not know what to expect, new antagonists were brought on the scene unexpectedly, and the antagonists were instructed to deliberately behave in such ways as to upset the manager and get him to operate in a manner for which he had been previously criticized.

After every session, the check marks were totaled up and graphed, and in this way the supervisor's progress was charted.

In life we learn to play our roles and we ``freeze'' into patterns which become so habitual that we are not really aware of what we do. We can see others more clearly than we can see ourselves, and others can see us better than we see ourselves. To learn what we do is the first step for improvement. To accept the validity of the judgments of others is the second step. To want to change is the third step. To practice new procedures under guided supervision and with constant feedback is the fourth step. To use these new ways in daily life is the last step. Roleplaying used for analysis follows these general steps leading to training.