Why Improvolutions?
You're a creative person with many creative ideas that want and need to come out...like gas! Participating in an improvisation based program (class, workshop, seminar, lecture, team building/making/enhancing, 1 hour, 1 day, 1 weekend or week long retreat) is a great way for you and your people to truly meet each other, improve communication between the different groups/divisions within your company that may feel a sense of competition or never actually communicate with each other. From the Executive team to the Janitorial staff, everyone is important and included. Everyone should get to play.
Improvisation helps to create a friendly social atmosphere. It helps your team “break the ice”, break free from the grip of uncomfortable shyness and improves their skills for press interviews, meetings with new clients or even first dates! Through fast paced learning, improv exercises and fun energetic games played in a relaxed and supportive environment, true bonding can be established. Once you have played with some one, the dynamic of the relationship is bound to change for the better and everyone will walk away with a sense of freedom, happiness and empowerment! Oh...and its a lot of fun too!
One more benefit of Improvisation is getting to play with one of our extremely attractive, talented and funny facilitators.
If that answer is not good enough for you, a simple Google search of "Value of Improvisation" will fill your reading list for the next 2 months.
We will also repeat ourselves clearly. Once proficient enough to truly utilize the core principles, tenets and skills of improvisation, all aspects of life will be dramatically improved. We will touch upon Creative, Risky, Energetic, Artistic, Theatrical, Innovative, Validating, Educational. Successful Life and Business factors including the following:
Comfort in Risk Taking
Refine Brainstorming Abilities
Dealing with Adversity
Teamwork / Team building & Enhancing
Listening Skills
Creative Thinking
Making Strong Choices
Confidence Building
Intuition / Trusting Your Gut
Extreme Concentration
Increased Authenticity
Working out Both the Right and Left Sides of Your Brain
Focused Communication
The Importance of Eye Contact
Public Speaking
Give and Take
Commitment
Acceptance
Exploring Feelings and Emotions
Instincts
Self Esteem
Inclusion of All
Goal Setting
Presentation Skills
Comfort in Social Settings
Improved Relationships
Fostering Trust
Ability to deal with change
Think Quickly Under Pressure
Let go of the need to Control
Conflict resolution
Creatively Find Solutions
And much, much more!
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OK...by now you have probably figured out we are clearly not the standard suit & tie corporate training company. Yes, we like to have fun, but we can be serious too...or...we can collect the thoughts and descriptive information from other more smarter peoples. Therefore, here is THE TECHNICAL/CLINICAL/SCHOLARLY ANSWER...and then some:
Recent university research studies conducted by Co-founder & Director of Instructional Technology and Training, Keith Hmieleski and Professor Andrew Corbett reveals that entrepreneurs and business leaders choose to use various proven improvisational tactics in their processes when resources, like time, are limited and challenges are high. Their extensive research clearly showed that improvisation, in the right situations, is a highly successful strategy.
Frank Ruffs’ detailed research on organizational improvisation published in Future magazine in 2004, states that improvisation is an important strategy for corporations to deal with “wild card” or unforeseen crises and unpredicted change. Improvisation, as a strategy for dealing with the unknown, is also utilized by EMS workers, police, military, firefighters and security personnel. We can also witness the fine skills and tenets in theater and music, particularly Jazz & Blues. In sales terms, think of improvisation as being intentionally flexible on how to reach a goal. Knowing what your current state is and where you want to be is important, but which path you take will depend on the circumstances of the moment. This is much harder than it sounds because it relies on giving up the attempt to control.
Keith Sawyer, Professor of psychology/education at Washington University in St. Louis said: “To me Improvisation is right in-between performing in a completely scripted and planned usual manner…and at the other extreme, acting in a way that is completely unrestrained”. Improvisation is the balance; that space in-between structure and freedom. Some degree of structure and some degree of freedom guiding your path"
Stephan Nachmanovitch, Author of Free Play: Improvisation in Life and Art said: “When people get of the plan or when they’re having to adapt in the moment they are thinking that's a bad thing…”Oh I hate it when I don’t know what’s going on…I hate it when I don’t know what to do". We are all improvising with each other all the time. We are listening to each other, responding each other, connecting each other, reacting to each other. So, there is nothing special about improvisation its all very ordinary and it is a set of capacities and gifts that everybody uses constantly”.
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ARTICLES
Here is an extensive list of academic research and other publications related to Improvisation in Organizations. Some of it is pretty tangential in that some articles aren't explicitly about improv, but they have organizational studies content that has clear relationships to improv for those already familiar with the concepts
Original list prepared by Katherine Lawrence
Agle, B. M., R. K. Mitchell; J. A. Sonnenfeld. 1999. Who matters to CEOs? An investigation of stakeholder attributes and salience, corporate performance, and CEO values. Academy of Management Journal, 42(5): 507-525.
Alexander, R. 1983. Improvisational theater for the classroom: A curriculum guide for training regular and special education teachers in the art of improvisational theater. Washington, DC: The Living Stage Theatre Company.
Alterhaug Bjørn 2004 Improvisation on a triple theme:Creativity, Jazz Improvisation and Communication
studia musicologica norvegica © universitetsforlaget VOL 30 S97–118 Trondheim
Alterhaug Bjørn Improvisation as a tool for worldwide communication and interaction, Trondheim Norwegian University of Science and Technology NTNU
Aram, J. D., & Walochik, K. 1996. Improvisation and the Spanish manager. International Studies of Management and Organization, 26(4): 73-89.
Atkins, G. 1994. Improv! A handbook for the actor. Portsmouth, NH: Heinemann.
Balachandra Lakshmi; Crossan Mary; Devin Lee; Leary Kim; Patton,Bruce 2005 Improvisation and Teaching Negotiation: Developing Three Essential Skills Negotiation Journal; Oct 2005; 21, 4; ABI/INFORM Global pg. 435
Barker, C. 1977. Theatre games: A new approach to drama training. London: Methuen.
Barki, H. & Pinsonneault, A. 2001. Small Group Brainstorming and idea quality: Is electronic brainstorming the most effective approach? Small Group Research, 32(2): 158-205.
Barrett, F. J., & Peplowski, K. 1998. Minimal structures within a song: An analysis of "All of Me". Organization Science, 9(5): 558-560.
Barrett, F. J. 1998. Creativity and improvisation in jazz and organizations: Implications for organizational learning. Organization Science, 9(5): 605-622.
Barrett, F. J. 2000. Cultivating an aesthetic of unfolding: Jazz improvisation as a self-organizing system. In S. L. a. H. J. Hopfl (Ed.), The aesthetics of organizations. London: Sage.
Barrett, F. J., & Peplowski, K. 1998. Minimal structures within a song: An analysis of "All of Me". Organization Science, 9(5): 558-560.
Bastien, D. T., & Hostager, T. J. 1988. Jazz as a process of organizational innovation. Communication Research, 15(5): 582-602.
Bastien, D. T., & Hostager, T. J. 1992. Cooperation as communicative accomplishment: A symbolic interaction analysis of an improvised jazz concert. Communication Studies, 43(Summer): 92-104.
Berk, Ronald A., Trieber, Rosalind H. WHOSE CLASSROOM IS IT ANYWAY? IMPROVISATION AS A TEACHING TOOL The Johns Hopkins University, Towson University
Berliner, P. F. 1994. Thinking in jazz: The infinite art of improvisation. Chicago: The University of Chicago Press.
Berman, H. 1991. Taking your cues from comedy. Folio: The Magazine for Magazine Management, 20(2): 117-119.
Blatner, A., & Blatner, A. 1988. The art of play. New York: Human Sciences Press.
Boal, A. 1992. Games for actors and non-actors. London: Routledge.
Brown, J. S., & Duguid, P. 1996. Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. In M. D. Cohen, & L. S. Sproull (Eds.), Organizational learning: 58-82. Thousand Oaks, CA: Sage.
Brown, S. L., & Eisenhardt, K. M. 1997. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1-34.
Brown, S. L., & Eisenhardt, K. M. 1998. Competing on the edge: Strategy as structured chaos. Boston: Harvard Business School Press.
Business Editors & Entertainment Writers. Corporate Improv Training: Just What the Economy Ordered Business Wire. New York: Jul 31, 2002. pg. 1
Chelariu, C., Johnston, W. J., & Young, L. 2002. Learning to improvise, improvising to learn: A process of responding to complex environments. Journal of Business Research, 55: 141-147.
Ciborrra, C. U., & Lanzara, G. F. 1991. Designing networks in action: Formative contexts and post-modern systems development. In R. Clarke, & J. Cameron (Eds.), Managing information technology's organizational impact: 265-279. Amsterdam: Elsevier Science Inc.
Clarke, E.: Generative principles in music performance. In: Sloboda, J. (Hrsg.) Generative Processes in Music, S. 1–26.Clarendon, Oxford (1988)
Cohen, M. D., & March, J. G. 1974. Leadership and Ambiguity. New York: McGraw-Hill.
Crossan, M. M., White, R. E., Lane, H. W., & Klus, L. 1996. The improvising organization: Where planning meets opportunity. Organizational Dynamics, 24(4): 20-35.
Crossan, M. M., & Sorrenti, M. 1997. Making sense of improvisation. Advances in Strategic Management, 14: 155-180.
Crossan, M. 1997. Improvise to innovate. Ivey Business Quarterly (Autumn): 36-42.
Crossan, M. M. 1998. Improvisation in action. Organization Science, 9(5): 593-599.
Crossan, M., Cunha, M., Vera, D., & Cunha, J. (2005). Time and organisational improvisation. Academy of Management Review, 30(1), 129–145.
Cunha, M. P., Cunha, J. V., & Kamoche, K. 1999. Organizational improvisation: What, when, how and why. International Journal of Management Reviews, 1(3): 299-341.
Cunha, M. P., Cunha, J. V., & Kamoche, K. 1999. Shopping for new glasses: Looking beyond jazz in the study of organizational improvisation. Unpublished Working Paper, Universidade Nova de Lisboa, Lisbon, Portugal.
Cunha, M. P., Cunha, J. V., & Kamoche, K. 2002. Organizational improvisation: What, when, how and why. In K. Kamoche, M. P. Cunha, & J. V. Cunha (Eds.), Organizational improvisation: 96-137. London: Routledge.
Cunha, J. V., Kamoche, K. N., & Cunha, M. P. 2002. Once again: What, when, how and why. In K. Kamoche, M. P. Cunha, & J. V. Cunha (Eds.), Organizational improvisation: 296-308. London: Routledge.
Douglas, Kathy, 2007 Mediation and Improvisation: Teaching Mediators to Improvise the storylines of mediation Murdoch University e law journal, vol. 14, no. 2 (2007)
Dyba, T. 2000. Improvisation in small software organizations. IEEE Software. September/October: 83-87.
Eisenberg, E. M. 1990. Jamming: Transcendence through organizing. Communication Research, 17(2): 139-164.
Eisenhardt, K. M. 1997. Strategic decisions and all that jazz. Business Strategy Review, 8(3): 1-3.
Ferdinand, P. 2000. Out of the box, onto the stage, The Washington Post: A3. Washington, DC.
Fischhoff, B., Lanir, Z., & Johnson, S. 1997. Risky lessons: Conditions for organizational learning. In R. Garud, P. R. Nayyar, & Z. B. Shapira (Eds.), Technological innovation: Oversights and foresights: 306-324. Cambridge, UK: Cambridge University Press.
Fonstad, N. O. 2001. Understanding the roles of technology in improvising. Paper presented at the National Academy of Management Meetings, Washington, DC.
Frost , A. & Yarrow, A. 1989. Improvisation in drama. New York: St. Martin's Press.
Gersick, C. J. G., & Hackman, J. R. 1990. Habitual routines in task-performing groups. Organizational Behavior and Human Decision Processes, 47: 65-97.
Gessel, I. 1997. Playing along: 37 group learning activities borrowed from improvisational theater. Duluth, MN: Whole Person Associates.
Gibb, S. (2004). Arts-based training in management development: the use of improvisational theater. Journal of Management Development, 23(8), 741–750.
Gioia, D. A. & Chittipeddi, K. 1991. Sense making and sense giving in strategic change initiation. Strategic Management Journal, 12: 433-448.
Gittell, J. H. 2000. Achieving teamwork within groups: Relational coordination in the context of routine crisis. Unpublished paper, Boston.
Gladwell, M. 2002. Group think, The New Yorker: 102-107.
Graham, T. Scott and Kail Jerry, Improv to Improve: Use of Improvisational Theater to Increase Organizational Effectiveness, Wright State University Dayton
Grøtan, Tor Olav , Størseth Fred , Rø Maren Helene, and Ann Britt Skjerve Resilience, Adaptation and Improvisation – increasing resilience by organizing for successful improvisation, Trondheim,
Hajnal Catherine, 2007, Planning is Essential. Plans are Useless: A Role for Improvisation in Higher Education NCCI Pre-conference Workshop, New Orleans, July 2007
Halpern, C., Close, D., & Johnson, K. 1994. Truth in comedy: The manual of improvisation. Colorado Springs, CO: Meriwether Publishing.
Hammonds, K. H. 2002. 5 habits of highly reliable organizations, Fast Company: 124.
Hatch, M. J. 1997. Jazzing up the theory of organizational improvisation. Advances in Strategic Management, 14: 181-191.
Hatch, M. J. 1998. Jazz as a metaphor for organizing in the 21st century. Organization Science, 9(5): 556-557.
Hatch, M. J., & Weick, K. E. 1998. Critical resistance to the jazz metaphor. Organization Science, 9: 600-604.
Hatch, M. J. 1999. Exploring the empty spaces of organizing: How improvisational jazz helps re-describe organizational structure. Organization Studies, 20(1): 75-100.
Hatcher, M. Improv can help your business skills: Trainers use improvisation for business -- or bizprov -- to teach skills for the workplace, Knight Ridder Tribune Business News. Washington: Oct 8, 2007.
Henden, G.: Intuition and its Role in Strategic Thinking. Dissertation, BI Norwegian School of Management Sandvika (2004)
Higgs, N. 1993. You mean like John Cleese? Executive Development, 6(4): 29-31.
Hope, J., Fraser, R.: Beyond Budgeting. Schäffer-Poeschel, Stuttgart (2003)
Huffaker, J. S. West, E ENHANCING LEARNING IN THE BUSINESS CLASSROOM: AN ADVENTURE WITH IMPROV, Journal of Management Education; Dec 2005; 29, 6; ABI/INFORM Global pg. 852
Izzo, G. (1997). The Art of Play: The New Genre of Interactive Theater. Portsmouth, NH: Heinemann.
Jackson, P. Z. 1995. Improvisation in training: Freedom within corporate structures. Journal of European Industrial Training, 19(4): 25-28.
Jackson, P. Z. 1998. Impro learning: How to make your training creative, flexible, and spontaneous. UK: Gower.
Jackson, P. Z. 2000. 58 and a half Ways to Improvise In Training. UK: Gower.
Jambekar, Anil B. and Pelc Karol I. Improvisation model for team performance enhancement in a manufacturing environment, Team Performance Management Vol. 13 No. 7/8, 2007, pp. 259-274 Emerald Group Publishing Limited
Jeffries, F. L. Reed, R. 2002. Trust and adaptation in relational contracting. Academy of Management Review, 25(4): 873-882.
Johnstone, K. 1981. Impro: Improvisation and the theatre. London: Methuen Drama.
Johnstone, K. 1994. Don't be prepared: Theatresports for teachers. Calgary, Canada: Loose Moose Theatre Company.
Johnstone, K. 1999. Impro for storytellers. New York: Routledge/Theater Arts Books.
Jones, B. 1993. Improve with improv!: A guide to improvisation and character development. Colorado Springs, CO: Meriwether.
Jones, M. 1997. Getting creativity back into corporate decision making. Journal for Quality & Participation, 20(1): 58-62.
Kamoche, K., & Cunha, M. P. 2001. Teamwork, knowledge-creation and improvisation. Comportamento Organizacional e Gestão, 7: 71-85.
Kamoche, K., & Cunha, M. P. 2001. Minimal structures: From jazz improvisation to product innovation. Organization Studies, 22(5): 733-764.
Kamoche, K. N., Cunha, M. P., & Cunha, J. V. (Eds.). 2002. Organizational Improvisation. London: Routledge.
Kamoche, K. N., Cunha, M. P., & Cunha, J. V. 2002. Introduction and overview. In K. Kamoche, M. P. Cunha, & J. V. Cunha (Eds.), Organizational improvisation: 1-13. London: Routledge.
Kamoche, K., Cunha, M., & Cunha. J. (2003). Towards a theory of organizational improvisation: Looking beyond the jazz metaphor.Journal of Management Studies, 40, 2023–2051.
Kanter, R. M. 2002. Strategy as improvisational theater. MIT Sloan Management Review. Winter: 76-81.
Kao, J. 1996. Jamming. New York: Harper Business.
Kaspersen, L. B. 2000. Anthony Giddens: An introduction to a social theorist (S. Sampson, Trans.). Malden, MA: Blackwell.
Keegan, A., & Turner, J. R. 2001. The organic management of innovation projects. Comportamento Organizacional e Gestão, 7: 57-70.
Keefe, J.A. (2003). Improve Yourself: Business Spontaneity at the Speed of Thought. Hoboken, New Jersey: John Wiley & Sons Inc.
King, A. W., & Ranft, A. L. 2001. Capturing knowledge and knowing through improvisation: What managers can learn from the thoracic surgery board certification process. Journal of Management, 27: 255-277.
Kirsten, Burgert, 2008, Influence of Improv on work group innovation. Master’s thesis, University of Stellenbosch (2008)
Klein, G.: Sources of power: How people make decisions. MIT, Cambridge (1998)
Koppett, K. 2001. Training to imagine: Practical improvisational theatre techniques to enhance creativity, teamwork, leadership, and learning. Sterling, VA: Stylus.
Koppett, K. Business and the art of improvisation ,The British Journal of Administrative Management; Sep/Oct 2002; 33; ABI/INFORM Global pg. 26
Lawrence, K. A. 1999. The role of relationships in improvisation. Unpublished Working paper, University of Michigan Business School, Ann Arbor, MI.
Lawrence, K. A. 2001. Playing by the rules: A role for improvisation in groups. Paper presented at the International Symposium on Organizational Improvisation, Lisbon, Portugal.
Lehner, J. M. 2001. Structure and process within the improvising organization. Comportamento Organizacional e Gestão, 7(1): 45-55.
Leybourne, S.: Improvisation within the Project Management of Change: Some Observations from UK Financial Services. J. Change. Manage. 6, 365–381 (2006)
Lowe, R. 2000. Improvisation, Inc.: Harnessing spontaneity to engage people and groups. San Francisco: Jossey-Bass/Pfeiffer.
Lubet Steven and Hankinson Thomas 2006 Truth in Humor: How Improvisational Comedy Can Help Lawyers Get Some Chops , Northwestern University - School of Law, July 11, 2006, Northwestern Public Law Research Paper No. 916601
Machin, D., & Carrithers, M. 1996. From interpretative communities to communities of improvisation. Media, Culture & Society, 18: 343-352.
Madson, P. R. 2005. Improv wisdom: Don't prepare, just show up. New York: Bell Tower.
Maitlis, S., Ozcelik, H.: Toxic decision processes: A study of emotion and organizational decision making. Organization Sci.15, 375–393 (2004)
March, J. G. 1976/1979. The technology of foolishness. In J. G. March, & J. P. Olsen (Eds.), Ambiguity and choice in organizations, 2nd ed. Bergen: Universitetsforlaget.
March, J. G., & Olsen, J. P. 1976/1979. Organizational choice under ambiguity. In J. G. March, & J. P. Olsen (Eds.),Ambiguity and choice in organizations, 2nd ed. Bergen: Universitetsforlaget.
March, J.G., Sutton, R.I.: Organizational Performance as a Dependent Variable. Organization Sci. 8, 698– 706 (1997)
Virginia Matthews. A bit of a drama in the office, Knight Ridder Tribune Business News. Washington: Mar 11, 2007. pg. 1
Meyer, A. 1998. Organizing for improvisation: The backstage story of the Vancouver jazz concert and symposium. Organization Science, 9(5): 569-576.
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Middleton, D. 1996. Talking work: Argument, common knowledge, and improvisation in teamwork. In Y. Engeström, & D. Middleton (Eds.), Cognition and communication at work: 233-256. Cambridge, England: Cambridge University Press.
Miner, A. S., Bassoff, P., & Moorman, C. 2001. Contours of organizational improvisation and learning: A field study. Administrative Science Quarterly, 46: 304-337.
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Weick, K. E. 1998. Improvisation as a mindset for organizational analysis. Organization Science, 9(5): 543-555.
Weick, K. E. 1999. The aesthetic of imperfection in orchestras and organizations. Comportamento Organizacional e Gestão, 5(1): 5-22.
Weick, K. 2002. The aesthetic of imperfection in orchestras and organizations. In M. V. d. C. Pina e Cunha, Joao and Kamoche, Ken N. (Ed.), Organizational Improvisation: 166-184. New York: Routledge.
Weick, K. E., & Quinn, R. E. 1999. Organizational change and development. Annual Review of Psychology, 50: 361-386.
Weick, K. E., & Sutcliffe, K. M. 2001. Managing the unexpected: Assuring high performance in an age of complexity. San Francisco: Jossey-Bass.
Weick, K. E., & Van Orden, P. W. 1991. Organizing on a global scale: A research and teaching agenda. Human Resource Management, 29(1): 49-61.
Wicks, A. C.; Berman, S. L. & Jones, T. M. 1999. The structure of optimal trust: Moral and strategic implications. Academy of Management Review, 24(1): 99-116.
Wiener, D. J. 1994. Rehearsals for growth: Theater improvisation for psychotherapists. New York: W. W. Norton & Company.
Yanow, D. 2001. Learning in and from improvising: Lessons from theater for organizational learning. Reflections, 2(4): 58-62.
Tom Yorton. Improv-based training, T + D. Alexandria: Aug 2003. Vol. 57, Issue. 8; pg. 18
Zack, M. H. 2000. Jazz improvisation and organizing: Once more from the top. Organization Science, 11(2): 227-234.
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Hopefully that is enough data to prove that improv works! Give us a call to find out more about how we can help you improve with improv!
Improvisation helps to create a friendly social atmosphere. It helps your team “break the ice”, break free from the grip of uncomfortable shyness and improves their skills for press interviews, meetings with new clients or even first dates! Through fast paced learning, improv exercises and fun energetic games played in a relaxed and supportive environment, true bonding can be established. Once you have played with some one, the dynamic of the relationship is bound to change for the better and everyone will walk away with a sense of freedom, happiness and empowerment! Oh...and its a lot of fun too!
One more benefit of Improvisation is getting to play with one of our extremely attractive, talented and funny facilitators.
If that answer is not good enough for you, a simple Google search of "Value of Improvisation" will fill your reading list for the next 2 months.
We will also repeat ourselves clearly. Once proficient enough to truly utilize the core principles, tenets and skills of improvisation, all aspects of life will be dramatically improved. We will touch upon Creative, Risky, Energetic, Artistic, Theatrical, Innovative, Validating, Educational. Successful Life and Business factors including the following:
Comfort in Risk Taking
Refine Brainstorming Abilities
Dealing with Adversity
Teamwork / Team building & Enhancing
Listening Skills
Creative Thinking
Making Strong Choices
Confidence Building
Intuition / Trusting Your Gut
Extreme Concentration
Increased Authenticity
Working out Both the Right and Left Sides of Your Brain
Focused Communication
The Importance of Eye Contact
Public Speaking
Give and Take
Commitment
Acceptance
Exploring Feelings and Emotions
Instincts
Self Esteem
Inclusion of All
Goal Setting
Presentation Skills
Comfort in Social Settings
Improved Relationships
Fostering Trust
Ability to deal with change
Think Quickly Under Pressure
Let go of the need to Control
Conflict resolution
Creatively Find Solutions
And much, much more!
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OK...by now you have probably figured out we are clearly not the standard suit & tie corporate training company. Yes, we like to have fun, but we can be serious too...or...we can collect the thoughts and descriptive information from other more smarter peoples. Therefore, here is THE TECHNICAL/CLINICAL/SCHOLARLY ANSWER...and then some:
Recent university research studies conducted by Co-founder & Director of Instructional Technology and Training, Keith Hmieleski and Professor Andrew Corbett reveals that entrepreneurs and business leaders choose to use various proven improvisational tactics in their processes when resources, like time, are limited and challenges are high. Their extensive research clearly showed that improvisation, in the right situations, is a highly successful strategy.
Frank Ruffs’ detailed research on organizational improvisation published in Future magazine in 2004, states that improvisation is an important strategy for corporations to deal with “wild card” or unforeseen crises and unpredicted change. Improvisation, as a strategy for dealing with the unknown, is also utilized by EMS workers, police, military, firefighters and security personnel. We can also witness the fine skills and tenets in theater and music, particularly Jazz & Blues. In sales terms, think of improvisation as being intentionally flexible on how to reach a goal. Knowing what your current state is and where you want to be is important, but which path you take will depend on the circumstances of the moment. This is much harder than it sounds because it relies on giving up the attempt to control.
Keith Sawyer, Professor of psychology/education at Washington University in St. Louis said: “To me Improvisation is right in-between performing in a completely scripted and planned usual manner…and at the other extreme, acting in a way that is completely unrestrained”. Improvisation is the balance; that space in-between structure and freedom. Some degree of structure and some degree of freedom guiding your path"
Stephan Nachmanovitch, Author of Free Play: Improvisation in Life and Art said: “When people get of the plan or when they’re having to adapt in the moment they are thinking that's a bad thing…”Oh I hate it when I don’t know what’s going on…I hate it when I don’t know what to do". We are all improvising with each other all the time. We are listening to each other, responding each other, connecting each other, reacting to each other. So, there is nothing special about improvisation its all very ordinary and it is a set of capacities and gifts that everybody uses constantly”.
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ARTICLES
Here is an extensive list of academic research and other publications related to Improvisation in Organizations. Some of it is pretty tangential in that some articles aren't explicitly about improv, but they have organizational studies content that has clear relationships to improv for those already familiar with the concepts
Original list prepared by Katherine Lawrence
Agle, B. M., R. K. Mitchell; J. A. Sonnenfeld. 1999. Who matters to CEOs? An investigation of stakeholder attributes and salience, corporate performance, and CEO values. Academy of Management Journal, 42(5): 507-525.
Alexander, R. 1983. Improvisational theater for the classroom: A curriculum guide for training regular and special education teachers in the art of improvisational theater. Washington, DC: The Living Stage Theatre Company.
Alterhaug Bjørn 2004 Improvisation on a triple theme:Creativity, Jazz Improvisation and Communication
studia musicologica norvegica © universitetsforlaget VOL 30 S97–118 Trondheim
Alterhaug Bjørn Improvisation as a tool for worldwide communication and interaction, Trondheim Norwegian University of Science and Technology NTNU
Aram, J. D., & Walochik, K. 1996. Improvisation and the Spanish manager. International Studies of Management and Organization, 26(4): 73-89.
Atkins, G. 1994. Improv! A handbook for the actor. Portsmouth, NH: Heinemann.
Balachandra Lakshmi; Crossan Mary; Devin Lee; Leary Kim; Patton,Bruce 2005 Improvisation and Teaching Negotiation: Developing Three Essential Skills Negotiation Journal; Oct 2005; 21, 4; ABI/INFORM Global pg. 435
Barker, C. 1977. Theatre games: A new approach to drama training. London: Methuen.
Barki, H. & Pinsonneault, A. 2001. Small Group Brainstorming and idea quality: Is electronic brainstorming the most effective approach? Small Group Research, 32(2): 158-205.
Barrett, F. J., & Peplowski, K. 1998. Minimal structures within a song: An analysis of "All of Me". Organization Science, 9(5): 558-560.
Barrett, F. J. 1998. Creativity and improvisation in jazz and organizations: Implications for organizational learning. Organization Science, 9(5): 605-622.
Barrett, F. J. 2000. Cultivating an aesthetic of unfolding: Jazz improvisation as a self-organizing system. In S. L. a. H. J. Hopfl (Ed.), The aesthetics of organizations. London: Sage.
Barrett, F. J., & Peplowski, K. 1998. Minimal structures within a song: An analysis of "All of Me". Organization Science, 9(5): 558-560.
Bastien, D. T., & Hostager, T. J. 1988. Jazz as a process of organizational innovation. Communication Research, 15(5): 582-602.
Bastien, D. T., & Hostager, T. J. 1992. Cooperation as communicative accomplishment: A symbolic interaction analysis of an improvised jazz concert. Communication Studies, 43(Summer): 92-104.
Berk, Ronald A., Trieber, Rosalind H. WHOSE CLASSROOM IS IT ANYWAY? IMPROVISATION AS A TEACHING TOOL The Johns Hopkins University, Towson University
Berliner, P. F. 1994. Thinking in jazz: The infinite art of improvisation. Chicago: The University of Chicago Press.
Berman, H. 1991. Taking your cues from comedy. Folio: The Magazine for Magazine Management, 20(2): 117-119.
Blatner, A., & Blatner, A. 1988. The art of play. New York: Human Sciences Press.
Boal, A. 1992. Games for actors and non-actors. London: Routledge.
Brown, J. S., & Duguid, P. 1996. Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. In M. D. Cohen, & L. S. Sproull (Eds.), Organizational learning: 58-82. Thousand Oaks, CA: Sage.
Brown, S. L., & Eisenhardt, K. M. 1997. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1-34.
Brown, S. L., & Eisenhardt, K. M. 1998. Competing on the edge: Strategy as structured chaos. Boston: Harvard Business School Press.
Business Editors & Entertainment Writers. Corporate Improv Training: Just What the Economy Ordered Business Wire. New York: Jul 31, 2002. pg. 1
Chelariu, C., Johnston, W. J., & Young, L. 2002. Learning to improvise, improvising to learn: A process of responding to complex environments. Journal of Business Research, 55: 141-147.
Ciborrra, C. U., & Lanzara, G. F. 1991. Designing networks in action: Formative contexts and post-modern systems development. In R. Clarke, & J. Cameron (Eds.), Managing information technology's organizational impact: 265-279. Amsterdam: Elsevier Science Inc.
Clarke, E.: Generative principles in music performance. In: Sloboda, J. (Hrsg.) Generative Processes in Music, S. 1–26.Clarendon, Oxford (1988)
Cohen, M. D., & March, J. G. 1974. Leadership and Ambiguity. New York: McGraw-Hill.
Crossan, M. M., White, R. E., Lane, H. W., & Klus, L. 1996. The improvising organization: Where planning meets opportunity. Organizational Dynamics, 24(4): 20-35.
Crossan, M. M., & Sorrenti, M. 1997. Making sense of improvisation. Advances in Strategic Management, 14: 155-180.
Crossan, M. 1997. Improvise to innovate. Ivey Business Quarterly (Autumn): 36-42.
Crossan, M. M. 1998. Improvisation in action. Organization Science, 9(5): 593-599.
Crossan, M., Cunha, M., Vera, D., & Cunha, J. (2005). Time and organisational improvisation. Academy of Management Review, 30(1), 129–145.
Cunha, M. P., Cunha, J. V., & Kamoche, K. 1999. Organizational improvisation: What, when, how and why. International Journal of Management Reviews, 1(3): 299-341.
Cunha, M. P., Cunha, J. V., & Kamoche, K. 1999. Shopping for new glasses: Looking beyond jazz in the study of organizational improvisation. Unpublished Working Paper, Universidade Nova de Lisboa, Lisbon, Portugal.
Cunha, M. P., Cunha, J. V., & Kamoche, K. 2002. Organizational improvisation: What, when, how and why. In K. Kamoche, M. P. Cunha, & J. V. Cunha (Eds.), Organizational improvisation: 96-137. London: Routledge.
Cunha, J. V., Kamoche, K. N., & Cunha, M. P. 2002. Once again: What, when, how and why. In K. Kamoche, M. P. Cunha, & J. V. Cunha (Eds.), Organizational improvisation: 296-308. London: Routledge.
Douglas, Kathy, 2007 Mediation and Improvisation: Teaching Mediators to Improvise the storylines of mediation Murdoch University e law journal, vol. 14, no. 2 (2007)
Dyba, T. 2000. Improvisation in small software organizations. IEEE Software. September/October: 83-87.
Eisenberg, E. M. 1990. Jamming: Transcendence through organizing. Communication Research, 17(2): 139-164.
Eisenhardt, K. M. 1997. Strategic decisions and all that jazz. Business Strategy Review, 8(3): 1-3.
Ferdinand, P. 2000. Out of the box, onto the stage, The Washington Post: A3. Washington, DC.
Fischhoff, B., Lanir, Z., & Johnson, S. 1997. Risky lessons: Conditions for organizational learning. In R. Garud, P. R. Nayyar, & Z. B. Shapira (Eds.), Technological innovation: Oversights and foresights: 306-324. Cambridge, UK: Cambridge University Press.
Fonstad, N. O. 2001. Understanding the roles of technology in improvising. Paper presented at the National Academy of Management Meetings, Washington, DC.
Frost , A. & Yarrow, A. 1989. Improvisation in drama. New York: St. Martin's Press.
Gersick, C. J. G., & Hackman, J. R. 1990. Habitual routines in task-performing groups. Organizational Behavior and Human Decision Processes, 47: 65-97.
Gessel, I. 1997. Playing along: 37 group learning activities borrowed from improvisational theater. Duluth, MN: Whole Person Associates.
Gibb, S. (2004). Arts-based training in management development: the use of improvisational theater. Journal of Management Development, 23(8), 741–750.
Gioia, D. A. & Chittipeddi, K. 1991. Sense making and sense giving in strategic change initiation. Strategic Management Journal, 12: 433-448.
Gittell, J. H. 2000. Achieving teamwork within groups: Relational coordination in the context of routine crisis. Unpublished paper, Boston.
Gladwell, M. 2002. Group think, The New Yorker: 102-107.
Graham, T. Scott and Kail Jerry, Improv to Improve: Use of Improvisational Theater to Increase Organizational Effectiveness, Wright State University Dayton
Grøtan, Tor Olav , Størseth Fred , Rø Maren Helene, and Ann Britt Skjerve Resilience, Adaptation and Improvisation – increasing resilience by organizing for successful improvisation, Trondheim,
Hajnal Catherine, 2007, Planning is Essential. Plans are Useless: A Role for Improvisation in Higher Education NCCI Pre-conference Workshop, New Orleans, July 2007
Halpern, C., Close, D., & Johnson, K. 1994. Truth in comedy: The manual of improvisation. Colorado Springs, CO: Meriwether Publishing.
Hammonds, K. H. 2002. 5 habits of highly reliable organizations, Fast Company: 124.
Hatch, M. J. 1997. Jazzing up the theory of organizational improvisation. Advances in Strategic Management, 14: 181-191.
Hatch, M. J. 1998. Jazz as a metaphor for organizing in the 21st century. Organization Science, 9(5): 556-557.
Hatch, M. J., & Weick, K. E. 1998. Critical resistance to the jazz metaphor. Organization Science, 9: 600-604.
Hatch, M. J. 1999. Exploring the empty spaces of organizing: How improvisational jazz helps re-describe organizational structure. Organization Studies, 20(1): 75-100.
Hatcher, M. Improv can help your business skills: Trainers use improvisation for business -- or bizprov -- to teach skills for the workplace, Knight Ridder Tribune Business News. Washington: Oct 8, 2007.
Henden, G.: Intuition and its Role in Strategic Thinking. Dissertation, BI Norwegian School of Management Sandvika (2004)
Higgs, N. 1993. You mean like John Cleese? Executive Development, 6(4): 29-31.
Hope, J., Fraser, R.: Beyond Budgeting. Schäffer-Poeschel, Stuttgart (2003)
Huffaker, J. S. West, E ENHANCING LEARNING IN THE BUSINESS CLASSROOM: AN ADVENTURE WITH IMPROV, Journal of Management Education; Dec 2005; 29, 6; ABI/INFORM Global pg. 852
Izzo, G. (1997). The Art of Play: The New Genre of Interactive Theater. Portsmouth, NH: Heinemann.
Jackson, P. Z. 1995. Improvisation in training: Freedom within corporate structures. Journal of European Industrial Training, 19(4): 25-28.
Jackson, P. Z. 1998. Impro learning: How to make your training creative, flexible, and spontaneous. UK: Gower.
Jackson, P. Z. 2000. 58 and a half Ways to Improvise In Training. UK: Gower.
Jambekar, Anil B. and Pelc Karol I. Improvisation model for team performance enhancement in a manufacturing environment, Team Performance Management Vol. 13 No. 7/8, 2007, pp. 259-274 Emerald Group Publishing Limited
Jeffries, F. L. Reed, R. 2002. Trust and adaptation in relational contracting. Academy of Management Review, 25(4): 873-882.
Johnstone, K. 1981. Impro: Improvisation and the theatre. London: Methuen Drama.
Johnstone, K. 1994. Don't be prepared: Theatresports for teachers. Calgary, Canada: Loose Moose Theatre Company.
Johnstone, K. 1999. Impro for storytellers. New York: Routledge/Theater Arts Books.
Jones, B. 1993. Improve with improv!: A guide to improvisation and character development. Colorado Springs, CO: Meriwether.
Jones, M. 1997. Getting creativity back into corporate decision making. Journal for Quality & Participation, 20(1): 58-62.
Kamoche, K., & Cunha, M. P. 2001. Teamwork, knowledge-creation and improvisation. Comportamento Organizacional e Gestão, 7: 71-85.
Kamoche, K., & Cunha, M. P. 2001. Minimal structures: From jazz improvisation to product innovation. Organization Studies, 22(5): 733-764.
Kamoche, K. N., Cunha, M. P., & Cunha, J. V. (Eds.). 2002. Organizational Improvisation. London: Routledge.
Kamoche, K. N., Cunha, M. P., & Cunha, J. V. 2002. Introduction and overview. In K. Kamoche, M. P. Cunha, & J. V. Cunha (Eds.), Organizational improvisation: 1-13. London: Routledge.
Kamoche, K., Cunha, M., & Cunha. J. (2003). Towards a theory of organizational improvisation: Looking beyond the jazz metaphor.Journal of Management Studies, 40, 2023–2051.
Kanter, R. M. 2002. Strategy as improvisational theater. MIT Sloan Management Review. Winter: 76-81.
Kao, J. 1996. Jamming. New York: Harper Business.
Kaspersen, L. B. 2000. Anthony Giddens: An introduction to a social theorist (S. Sampson, Trans.). Malden, MA: Blackwell.
Keegan, A., & Turner, J. R. 2001. The organic management of innovation projects. Comportamento Organizacional e Gestão, 7: 57-70.
Keefe, J.A. (2003). Improve Yourself: Business Spontaneity at the Speed of Thought. Hoboken, New Jersey: John Wiley & Sons Inc.
King, A. W., & Ranft, A. L. 2001. Capturing knowledge and knowing through improvisation: What managers can learn from the thoracic surgery board certification process. Journal of Management, 27: 255-277.
Kirsten, Burgert, 2008, Influence of Improv on work group innovation. Master’s thesis, University of Stellenbosch (2008)
Klein, G.: Sources of power: How people make decisions. MIT, Cambridge (1998)
Koppett, K. 2001. Training to imagine: Practical improvisational theatre techniques to enhance creativity, teamwork, leadership, and learning. Sterling, VA: Stylus.
Koppett, K. Business and the art of improvisation ,The British Journal of Administrative Management; Sep/Oct 2002; 33; ABI/INFORM Global pg. 26
Lawrence, K. A. 1999. The role of relationships in improvisation. Unpublished Working paper, University of Michigan Business School, Ann Arbor, MI.
Lawrence, K. A. 2001. Playing by the rules: A role for improvisation in groups. Paper presented at the International Symposium on Organizational Improvisation, Lisbon, Portugal.
Lehner, J. M. 2001. Structure and process within the improvising organization. Comportamento Organizacional e Gestão, 7(1): 45-55.
Leybourne, S.: Improvisation within the Project Management of Change: Some Observations from UK Financial Services. J. Change. Manage. 6, 365–381 (2006)
Lowe, R. 2000. Improvisation, Inc.: Harnessing spontaneity to engage people and groups. San Francisco: Jossey-Bass/Pfeiffer.
Lubet Steven and Hankinson Thomas 2006 Truth in Humor: How Improvisational Comedy Can Help Lawyers Get Some Chops , Northwestern University - School of Law, July 11, 2006, Northwestern Public Law Research Paper No. 916601
Machin, D., & Carrithers, M. 1996. From interpretative communities to communities of improvisation. Media, Culture & Society, 18: 343-352.
Madson, P. R. 2005. Improv wisdom: Don't prepare, just show up. New York: Bell Tower.
Maitlis, S., Ozcelik, H.: Toxic decision processes: A study of emotion and organizational decision making. Organization Sci.15, 375–393 (2004)
March, J. G. 1976/1979. The technology of foolishness. In J. G. March, & J. P. Olsen (Eds.), Ambiguity and choice in organizations, 2nd ed. Bergen: Universitetsforlaget.
March, J. G., & Olsen, J. P. 1976/1979. Organizational choice under ambiguity. In J. G. March, & J. P. Olsen (Eds.),Ambiguity and choice in organizations, 2nd ed. Bergen: Universitetsforlaget.
March, J.G., Sutton, R.I.: Organizational Performance as a Dependent Variable. Organization Sci. 8, 698– 706 (1997)
Virginia Matthews. A bit of a drama in the office, Knight Ridder Tribune Business News. Washington: Mar 11, 2007. pg. 1
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Meyer, P. 2000. Quantum creativity: Nine principles to transform the way you work. Chicago: Contemporary Books.
Meyer, P. 2002. Improvisation power. Executive Excellence, 12: 17-18.
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Middleton, D. 1996. Talking work: Argument, common knowledge, and improvisation in teamwork. In Y. Engeström, & D. Middleton (Eds.), Cognition and communication at work: 233-256. Cambridge, England: Cambridge University Press.
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Molinari, Deanne. Teresa Thome: Inside Track, Grand Rapids Business Journal. Grand Rapids: Jun 08, 1998. Vol. 16, Iss. 23; pg. 5
Moorman, C., & Miner, A. S. 1998. The convergence of planning and execution: Improvisation in new product development. Journal of Marketing, 6(3): 1-20.
Moorman, C., & Miner, A. S. 1998. Organizational improvisation and organizational memory. Academy of Management Review, 23(4): 698-723.
Mortensen, M. Hinds, P. J. 2001. Conflict and shared identity in geographically distributed teams. International Journal of Conflict Management, 12(3): 212-238.
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Sabourin Randy, Pratt Robin W.,???? Attentional and Interpersonal Characteristics of Improvisation Professionals vs. Business Executives [What Executives can learn from Improvisation Professionals] , Biz Improv Inc. with Robin W. Pratt, Ph.D, MBA Consulting Inc.
Sawyer, K. 1992. Improvisational creativity: An analysis of jazz performance. Creativity Research Journal, 5(3): 253-263.
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Hopefully that is enough data to prove that improv works! Give us a call to find out more about how we can help you improve with improv!
