The leader's use of indirect communication in group therapy

Abstract

Indirect Communication (IC) is a leadership technique designed for those situations in which the leader must respond immediately but doing so directly might be a clinical mistake. As defined in this report, IC refers to times when the leader addresses someone by speaking about that person to someone else or by thinking aloud while speaking to no one in particular. The author distinguishes IC from other modes of indirect communication. Pitfalls of direct communication and ways in which IC avoids them and provides therapeutic alternatives are discussed. The leader's use of IC helps achieve two major goals: (1) the creation of an enlarged work space, safe enough for patients to express their more irrational and distressing feelings, and (2) the therapeutic handling of these uncivilized parts of each member as they emerge. Several clinical examples are presented. Misuses of IC are discussed.