seem to be an essential feature of such. The enactment of exclusion from a society seem to be essential for the formation of an imaginary central governing (cf. Michel Foucault). Discrepant roles Many performances need to prevent the audience from getting some information (secrets). For that, several specialized roles are created. Secrets There are different types of secrets that have to be concealed for various reasons: Dark secrets: represent information about the performing team which could contradict the image the team is presenting to the audience. Strategic secrets: represent the team's goals, capabilities and know-hows which allows the team to control the audience and lead it in the direction the team desires. Inside secrets: represent information known by the team and are seen as something that is shared only with other teammates to increase team bonding. Entrusted secrets: secrets have to be kept in order to maintain the role and team integrity; keeping them demonstrates trustworthiness. Free secrets: the secrets of another, unrelated to oneself, that can be disclosed while still maintaining the role. Disclosure of such secrets should not affect the performance. Roles There are three basic roles in Goffman's scheme, each centered on who has access to what information: performers are most knowledgeable; audiences know only what the performers disclosed and what they have observed themselves; and outsiders have little if any relevant information. These roles can be divided into three groups: Communication out of character Performers may communicate out of character on purpose, in order to signal to others on their team, or by accident. Common backstage out-of-character communications include: Treatment of the absent: derogatory discussion of the absent audience or performers affecting team cohesion. Staging talk: discussion of technical aspects of the performance, gossip. Common frontstage communications out of character include: Team collusion: between team members, during the performance but not endangering it. Example: staging cues, kicking a friend under a table. Realigning actions: between members of opposing teams. For example: unofficial grumbling. Impression management Impression management refers to work on maintaining the desired impression, and is composed of defensive and protective techniques. Protective techniques are used in order to cover mistakes, only once the interaction begins. For example, relying on audience to use tact and overlook mistakes of the performers. In contrast, defensive techniques are employed before an interaction begins, and involves: Dramaturgical loyalty: work to keep the team members loyal to the team members