10:45 P.M. Friday
?Whaddya mean, my thief is charmed by
that magic-user? He didn?t get a saving
throw, and he?s an elf!?

?Well . . . it?s a special type of charm-?

"He should get a saving throw!  The 
PLAYERS HANDBOOK states that any elf has a 
magic resis--"

?Look, I?m the game master, and I say it?s
special magic, so your thief has been
charmed!?

11:22 P.M. Friday
"Look, that was a two-ton rock that
dropped from that trap. If the hit-point
damage didn?t kill your thief, then he?s
going to die in a few minutes from the
weight of the rock anyway, so he?s dead."

?But he has some hit points left. Maybe
he found a crevice or something-

?Look, I?m running this game. The hallway
is carved just right and that rock fits
perfectly in a hollowed-out area that your
thief happened to fall in. He took twentyfive
hit points of damage, and he?s dead.
There?s no help for him.?

?You never said the
hallway was strangely <?>

12:05 A.M. Saturday
?That game was awful. I can?t believe
Randy killed off Franks thief just because
Frank challenged that charm spell.?

?Well, Randy isn?t usually like that. Maybe
it just happened that way.?

?But Franks elf had been checking for
traps, and Randy didn?t even roll for him
to find them. Randy didn?t give him a
chance. I think it was a vengeance plot.
Those two don?t get along too well anymore.
This game is just going downhill.?
 

A game master stumbles. He?s the great
leader of your group, the source of information
and enjoyment, the deciding factor
in a good game or a bad one, and he fails.

All the hours of gaming are wasted. Your
character didn?t get to do what you wanted,
and the GM?s calls and judgments were
bad. You feel that the lofty game master
has suddenly dropped from his pedestal.
Of course, you would have done it differently,
or so you think.

Everyone has a bad day now and then ?
even game masters. A bad day at work or
school can ruin a game. Not enough time
to prepare for a game can cause its
demise. An upset stomach or too much to
drink can cause many problems. In short,
if a GM isn?t in the mood to run a game,
everyone should have the foresight to find
an alternative before play even begins. In
the end, a decision not to play may save
time, trouble, and an ailing campaign.

Players often do not consider their game
masters when that Friday-night campaign
rolls around. They remember last week?s
great game and anticipate the next with
ready dice. Everyone?s excited, the munchies
are spread out, and no one cares
that the GM is a bit quiet and tired looking 
-- more so than usual.  The begins, 
and things go bad. 

Many things can affect the outcome of a
game. Whenever six or more people are
mixed together every week, someone is
liable to do something to upset the balance
of the game. The GM must, at this point,
exert his position as the judge and controller
of the game. He must remain neutral
and keep the flow moving in the proper
direction, anticipating difficult situations
and carrying the game safely through
them. This is a lot to ask, and even the
best GMs aren?t always up for it.

The following examples
are formulated from real
experiences. If the GM
tries to avoid these
common mistakes, he
will be guaranteed a
popular campaign, happy
players, and less headaches.
Of course, no one can avoid disaster forever,
but perhaps a little foresight can help
deal with these problems as they arise in a
reasonable, fun fashion.

Every gamer has experienced a few if
not many of the numerous pitfalls to game
mastering. Yet through it all, there comes
the thrill of running a great game and the
admiration of fellow gamers that keeps the
GM plugging along, creating one more
scenario, then one more, then. . .

The get-the-players syndrome
Sometimes, for whatever reason, the
players gang up on their GM, who retaliates
in turn. The GM will always win in
this situation, but it is a Pyrrhic victory, as
players may walk out on the campaign.
The DM should examine his motives
closely when making a difficult and
unpopular call. Be sure that judgment calls
are fair and honest, with all sides of the
situation being examined carefully. Consult
charts or tables if an outcome is questionable.
Important decisions made too quickly
can upset those players involved. It is
much better to keep the players waiting a
few moments while a decision is being
made than to make a random snap judgment
that could kill a character unfairly. A
written note to an uninvolved player, who
may have more knowledge on the topic
and can help with the call, can often help
the decision-making process.

Without trust in the GM, there is little
reason to play, other than to waste the
entire group?s time. Watch for players who
constantly disagree with judgment calls.
Often these players are also GMs for other
games; players like these are sometimes
the most difficult ones to entertain.

Sometimes, too, you can have a player
who is simply not a very popular or well-liked
person; perhaps the person is someone
strongly disliked in the group. The GM
must learn to swallow his pride and prejudices,
and make an effort to treat this
person as he would any other member of
the group. There is nothing worse than a
GM who goes out of his way to maliciously
attack a PC solely because of the PC?s
player. Players should watch for vengeful
GMs and avoid them; vengeance is a childish
attitude best left to the hack-and-slay
types and not the true role-players.

The bad judgment call
Let?s face it: GMs are not walking encyclopedias,
capable of providing information
at a moment's notice. Part of the flair
of being a good GM is the ability to make
snap judgments in tight spots and to be
fair and correct in a majority of cases. But
honestly, who really knows the falling
speed in feet per second of a pegasus with
an arrow in its wing? In fantasy or
science-fiction games, one must often
rationalize a situation and come up with a
logical explanation for it all. Occasionally,
the GM fails his ?guessing roll? when formulating
a decision on a subject on which
he knows very little.

Most role-playing games understand this
and often include a rule that states: ?The
game master?s decisions are final.? This is a
good rule to live by in the role-playing
game genre. Often, however, players forget
this golden rule when their characters
are in trouble. In this situation, it is best
for the GM to stop the game and ask the
players for some input on the situation.
The GM should admit that he does not
understand the difference between the
effects of 50mm antiaircraft shells and
50mm machine-gun rounds on the PCs?
hovercraft. Very often someone in the
group will have a bit of practical knowledge
that, when shared, creates a fairer
conclusion. After having an open discussion,
the GM can make a decision. If the
decision is still not well received, the GM
should explain that the decision is final.
Most mature players will accept this decision
if it doesn?t seem that they were the
victim of an uninformed snap judgment.

Players often take a great deal of time
developing their characters, and poorly
made judgment calls that have serious
repercussions on a character?s life should
not be allowed to occur. If a situation is
potentially dangerous for a character, give
the character the benefit of the doubt (the
PCs are supposed to be special, anyway ?
they?re adventurers). Be fair and avoid
being ruthless. One must remember that
any game is meant to be enjoyable, not
disappointing.

The tired/upset/bored/sick GM
Many things can upset a person: chili pepper
pizza, a lost girlfriend, a torrential
downpour of rain, 2 hours of sleep the
night before, or a group of players intent
on playing out every minute of a shopping
expedition for supplies. When the GM
feels any potentially disruptive emotions
coming on, he should try to recognize the
source of these feelings without allowing
them to interfere with the game. Keep
things light and smooth, even if things go
wrong -- this is a game, after all.

Some people perform better under
stress; others fall apart. Some GMs are
better at judging when they are slightly
tipsy, tired, and full of junk food, and
others are better following several hours
of meditation and complete abstinence
from drink or food. The key is for the GM
to know his tolerance levels and stick to
them. If a GM has just had a falling-out
with a best friend, and he feels the world
is out to get him, it might be best to postpone
the game. People may get upset, but
it will pass. Suggest to the players that
they run a short scenario from another
system with another GM. Otherwise, they
can always catch a movie. Give players
adequate warning, though. Too many
quick cancellations leaves a poor taste in
the players' mouths -- especially for those
who drive 20 miles to find no game.

Another point: Be on time
for the game! There is nothing
more aggravating than
waiting for the GM to
arrive. A few minutes
among friends is one
thing, but an hour or
so is downright impolite.
Set an agreeable time for
all and try to stick to it. It
is this bit of responsibility to a
commitment that can help solve problems
in a GM?s game.

One possible solution to the GM ?overload
syndrome? is the substitute GM. Having
another person around who is
interested in running brief scenarios within
the GM?s campaign setting can provide a
change of pace; it can also provide amusement
for the GM. A brief vacation from
the game can revitalize a burned-out GM
and allow a chance to experience the
other side of a world the group has created.
If this change is to occur, one must
work with the substitute in providing
some information on the campaign, a few
guidelines for working within the framework,
and any specialized data on the
current setting. One can usually plan in
advance the first game or two the new GM
is to judge. Thereafter, if the tired/upset/
bored/sick-GM syndrome arises, the GM
can turn the reins of his campaign over to
another judge until the problem passes,

Another substitution that helps a longrunning
campaign is occasionally taking
time off from the campaign. One schedule
of play which seems to work best is three
weeks of play followed by one week of
rest. This vacation from the game delights
girlfriends, boyfriends, parents, and other
nongaming friends who are often left out
of the GM?s plans. It also helps the GM and
gamers to return to Reality World and find
that there are other things to do on a
Saturday night besides slay dragons. This
time should be consistent (such as the first
or last week of the month) so that people
can anticipate and plan for this time off.
These scheduled breaks prevent absenteeism
in a campaign and rejuvenate a slumping
game by giving the GM time to rework
his ideas and scenarios.

The time factor
A good game may deteriorate into a bad
one over the course of many hours of play.
A good game length depends upon how
long the players can sit in one place, how
well they enjoy the game scenario, and
how many iron rations (e.g., pop and
munchies) are on hand. One must also
realize that the GM can experience a bit of
mental overload and fatigue when playing
beyond his limit. Some GMs are good at
handling this stress, making it difficult for
players to actually tell the GM?s limit. Once
the limit is reached, however, the telltale
signs are quite obvious.

When descriptions of settings and
encounters become vague and the GM
spends little time on character interaction,
one might suspect the GM?s limit has been
reached. Crazy bar fights often break out
at this point, and the sillies may attack a
perfectly sane game. Important information
might be forgotten, and the GM might
ask repeatedly for descriptions of a characters
actions. A GM must learn to realize
when control is slipping from his hands.
At this point, a break should be arranged
or the night?s festivities should be ended,
letting everyone sit around and talk.
Gamers love to talk; this is a well-known
and well-documented fact. After a superhero
group saves the world twice, rescues
the mayor and the city council, defeats all
the criminals, and repairs the ailing dam
that saves the entire valley, it?s time to call
it a night. This also brings up the problem
of pacing an adventure to avoid having too
much super-action that leads to disappointment
when the next game runs,
given the build-up of emotion and anticipation.
Avoid having the PCs save the world
every weekend; allow for stimulating but
low-key adventures as well. They?re easier
to run, especially for tired GMs.

The poor-plot syndrome
Every so often, the GM is unable to
produce an adequate plot for his campaign
and falls upon theft as the answer to this
dilemma. It has been said that there are
only 9 different plots in the world, but
many, many variations of these main ideas.
Most games available today offer a wide
selection of game modules. Some modules
are suitable for an evening's game; others
are more complex campaigns composed of
several smaller scenarios. The GM should
not feel obliged to be a superjudge who
works for weeks on end to bring customized
games to his loyal followers. There
are several modules on the market that
can be used in full in a campaign, or in
part as references or idea generators. Do
not overlook this great source of gaming
wealth. With a little adjustment on the
GM's part, most modules will fit nicely into
any campaign setting.

Ideas from other media, such as movies,
books, and TV shows, may help promote
more original ideas when used in moderation.
Development of a basic idea or news
item can stimulate enough creativity to
produce an entire campaign! The GM must
beware, however: If current events such
as these are used too often, the GM may
come to rely on these quick sources entirely,
until an entire movie plot is stolen for
the sake of a game. When this occurs,
someone will have seen the movie or read.
the book, thus ruining the entire scenario
with a few words or actions. When the
players catch on to this plagiarism, they
begin to equate all future games with
movies, trying to 2nd-guess the GM?s
actions and stifling his creative drive.
There is nothing worse for a GM than
having a player say, "You stole that idea
from Star Trek!" when the GM worked
hours on the design and never even saw
that episode.

Be very careful to disguise ideas borrowed
from other sources. There is nothing
wrong with stealing the horse, so to
speak, but at least paint the horse another
color before selling it to the players. If a
GM likes the idea of X-wing fighters,
change the exterior design somewhat in
their description. Try to keep the borrowing
of ideas simple, and develop original
plots and twists on the ideas to avoid this
problem. Everyone will benefit in the end!

[For more information on developing new
plots from unusual sources, see “The Mix-
&-Match Module,” by Marcus L. Rowland,
in this issue.]

Favoring a character
It happens. A player creates a character
that the GM finds very intriguing or distinctive:
an aloof and debonaire Shadow
Rider; the young streetwise thief; the man
now magically changed into a woman; a
mysterious desert dweller with a hidden
secret. Creating subplots for this favored
character is a breeze, and the PC always
reacts well to the situations placed before
him. Unfortunately, the other players
begin to feel like NPCs because of the lack
of GM attention. Everyone feels cheated of
time and glory as the GM's pet gets too
much of the limelight.

If the GM begins to get those ?not again?
looks from players, it?s time to move along.
Quickly change the scenario and surprise
them; if the game starts out with the
flashy occult investigator getting too much
attention, divert the flow to the quiet
professor who is always ?just there.? This
may startle the group and stimulate play.
The GM will find that everyone likes to
have their characters get special attention,
whether it is a simple comment on Durk
the Barbarian's lunch of beef and brew to
noting the fact that a few NPCs make
googly eyes at a good-looking yet oftforgotten
occult investigator named
Marion. These comments help build character
foundations, too. Often a situation
occurs that earmarks a character in a
special way. Not all barbarians are stupid;
with a little training, they can achieve
great academic levels. Likewise, all evil
clerics are not created equal. One could
easily show compassion or even be downright
nice from time to time (if there?s a
scheme in mind, of course). Give characters
chances to rise above common stereotypes,
and interesting and unique
characters will develop as a result.

Sometimes it is a GM?s favorite NPC that
gets a bit too much attention from the GM,
thus causing a players? revolt. The GM
should remember that the players? PCs are
the focus of the adventure, not a paper
creation. If the players moan about rescuing
a certain NPC one more time, it?s time
for a new angle. Spotlight a particular
character?s interactions with an important
NPC every so often, and be careful to pass
the spotlight around. Powerful NPCs exist,
but they exist to meet the PCs ? they
don?t exist for their own sake.

Build upon the ideas that players supply
about their characters. Most people, when
they roll up a character, already have a
preconceived notion of how this character
will react in various situations. The GM
should make it a habit to know his characters
well; take an interest! One way to
develop this knowledge and interest is to
ask for a copy of each player?s character
to keep on file. If possible, also ask for a
brief synopsis of the character?s back
ground, family, and reasons leading up to
the PC?s decision to be an adventurer. Is
the quiet nomad outcast really a prophet
in disguise? Is the old cleric out for
another trek, having grown tired of early
retirement? Is the doctor who turns to
occult investigation fighting a horror from
her past? If players do not develop their
own backgrounds, help them along with
suggestions. These helpful ideas can benefit
the GM too, by creating miniscenarios
and even campaign starters. (Be careful
not to dwell too heavily on one character;
as noted above, people can grow tired of
that. Give every PC some attention.)

Not knowing the system
Complete knowledge of a game is not
always an important facet of game mastering.
In most game systems, there are many
charts and tables that assist the GM in this
task. This is why the rule books were
created in the first place; if a GM didn?t
need to look things up, these tomes of
information would be unnecessary.

Familiarity with a system makes The Game
run smoothly, though, and gaining
this familiarity should be on top of a GM?s
list of things to do before running a campaign.
Playing as a character often helps
the GM understand the shortcomings of a
game system and the special frustrations
players have with this system. One complete
reading of the rule books is a must.
Mark pages with important charts and
take down notes of difficult passages or
rules. Use support material whenever
possible. If the game system offers a sample
scenario, read through it. Learning
how other GMs handle the game will help
a GM master it. The more game systems a
GM is familiar with, the easier it will be to
judge them. Try to keep abreast of new
information or materials whenever possible,
and either purchase or borrow periodicals
relating to the campaign?s game
system. All of these suggestions can help a
GM?s game mastering skills and build
confidence as a judge.

The too-much syndrome
Once more, the party rescues a beautiful
lady from an evil magician and comes
home to rest. They are then informed of
yet another maiden in distress, this one
having been sold into slavery by her
father. Then, of course, there?s the young
woman who?s been captured by the wild
orcs of the hills. . . .

Too much of anything can cause a bellyache.
Often, the GM may not realize that
his game has too many maidens in distress,
perhaps too much realism or fantasy,
or even too much violence, gore and
bloodletting. Be careful to vary basic plots
so that the players don?t say ?Another
maiden in distress ? boooring." If a GM
has difficulty altering these plots, keep a
record and check off the plots as they are
used. The GM should also try to strike an
equal balance between realism and fantasy,
hack-and-slay and thinking, and hightech
and humanism. Spread these elements
around. Going overboard in any
category, even one that the players enjoy,
ruins the thrill of the event after the third
or fourth time.

Feedback from players is important.
Group feedback, however, doesn?t always
work. Group situations often intimidate
those who sit back and watch; these players
are often forgotten in these types of
meetings. Talk to the players when a game
is not in session, and try to get their opinions
of the campaign. Listen to their praise
and their complaints, and don?t give long
excuses. If a GM feels he must constantly
apologize to upset players, something is
wrong. Examine the game closely and ask
for advice. It can only help.

No options available
Every so often, a GM forgets to leave a
way out of a sticky situation. Perhaps the
GM is so intent on having a game run in a
particular fashion that the players are
herded along from one incident to another
with very little room to move about. All
scenarios should be loosely structured so
the characters can flow in and out without
feeling trapped. Players should be gently
ushered though events in some cases, but
when the whips and chains are introduced
and the game master turns into the slave
master, it is time for reform. If the players
turn the wrong way, let them make their
own mistakes by fumbling along until they
hit the right path once more. If the players
feel they are in control of their characters,
they will be less likely to balk at gentle
nudging on the GM?s path.

A critical note: Never, ever, have a no-win
scenario! Most players do not enjoy
playing in a campaign that offers no
chance of success. Games can be complex
and dangerous, but always try to match
the PCs' level to the scenario. It?s no use
pitting the dark spawn of Yog-Shibbernath
against a fledgling occult investigator with
no chance of even running. This only
upsets The Game, the players, and most
likely, the GM's stomach when his players
leave him for a more compassionate GM.

2nd-guessing
Second-guessing is a way of life with
many people. A GM may often try to predict
how a group of characters will react
to a situation. and plan accordingly. Sometimes
this gets so intense that the GM
begins planning plots around one player's
assumed reaction. Unfortunately, that
player is often absent from that game
session or reacts differently than planned.
The GM?s game plans are dissolved, forcing
him to scramble for another scenario
or attempt to change the existing one.
Keeping a short scenario around for such
emergencies is a good idea for the GM.
Thus, if an important character is absent,
the flow of The Game continues.

Try to avoid guessing the players? reactions
to every bit of a scenario; allow the
game to run by itself. Most often, a good
scenario naturally falls into place with
little encouragement when left to the
players for development. Listen as players
try to guess what the GM has planned.
This information can then be used to
develop and plot out unfinished scenarios.
Many games are created from the random
thoughts of players. With a little groundwork
and constructive listening, the GM
can pick and choose from numerous endings,
if the players each have a different
idea of what is happening.

If the players guess a scenario?s planned
end before they reach it, change it! Always
create a second ending -- sometimes even
a third. A plot twist can cure the ?I-knowthe-
ending? players who must continually
second-guess the GM. Even if this spontaneity
leaves a few strings lying about,
never let the players have the upper hand.
Always leave an ?out? for yourself, to keep
players in the dark even when a bright
light is shining on them. Leave a hint of
mystery in every scenario design. This
makes the GM look good in the eyes of the
players. There is no more satisfying a
feeling for a GM than to hear players
speak of a game session two weeks after
the fact, or to have special moments go
down in game-journal history within the
gaming community.

In conclusion. . .
In conclusion, game mastering can be a
difficult task, if the GM allows it to be.
Allow players to help all they can without
letting them know the breadth of their
assistance. Keeping these guidelines in
mind will help any game run fairly and
smoothly for many sessions to come.

JULY 1988