Using Improv in Organizations

1
Using Improv in Organizations

• Jonathan Mozenter
• for the OD Learning Group
• June 2002

2
A Misconception of Improv

• Instead of a random anything that comes to the
  top of the head will do,
• Improvisation is a disciplined craft. Its
  skills can be learned through continual practice
  and study and applied to situations.
• Crossan, M. M., Lane, H. W., White, R. E.,
  Klus, L. (1996).

3
Define Improv

• Improv Intuition guiding action in a
  spontaneous way
• Intuition choices made without obvious formal
  analysis unconscious process based on
  distilled experience
• M. Crossan and M. Sorrenti (1997).

4
Positioning Improv
M. Crossan and M. Sorrenti (1997).
5
Analogy of Terms Improv and Traditional
Organizations
Crossan, M. M., Lane, H. W., White, R. E.,
Klus, L. (1996).
6
Why is it Important

• We live in a world that is constantly changing
• Best companies are distinguished by their ability
  to adapt aand capitalize on rapid change

7
Why is it Important

• Many large companies have failed for these
  reasons
• Retain command control mindset
• Hold onto assumption of future as predictable
• Unable to innovate and renew
• Crossan, M. M., Lane, H. W., White, R. E.,
  Klus, L. (1996).

8
Why Improv Hasnt Been Used

• Executives/managers cling to strategic and
  tactical planning to formulate future corporate
  direction
• Vision Statements
• Long-Term Plans
• Strategic Benchmarking
• Competency Models
• Crossan, M. M., Lane, H. W., White, R. E.,
  Klus, L. (1996).

9
Why Improv Hasnt Been Used

• Managers have relied on limited tool kit because
  they have had nothing to replace/ supplement
  traditional planning
• Improvisation is a potential link between the
  need to plan for the predictable and the ability
  to respond simultaneously to the unpredictable
• Crossan, M. M., Lane, H. W., White, R. E.,
  Klus, L. (1996).

10
Why Improv Hasnt Been Used

• The absence of an improvisational climate may
  be largely the result of a lack of awareness and
  understanding of improvisation, and hence the
  absence of motivation to engage in a new and
  different ways of doing things.
• M. Crossan and M. Sorrenti (1997).

11
Four Barriers to Learning

• Claxons theory of peoples barriers to learning,
  especially when applied to improvisation
• Comfortable
• Consistent
• Competent
• Confident
• M. Crossan and M. Sorrenti (1997).

12
Levels of Learning Improv

• Individual
• Group
• Organization

13
Applications of Improv and OD

• Communication
• Crisis Management
• Cross Cultural Study
• Decision-Making
• Leadership
• Management
• Marketing
• Organizational Change
• Organizational Design
• Organizational Innovation

14
Applications of Improv and OD

• Organization Theory
• Organization Learning
• Organizational Memory
• Product Innovation
• Risk Mitigation
• Strategy
• Teamwork
• Technology Change
• Workflow Management

15
The Essential Characteristics of an Improvising
Organization

• An Ability to Interpret the Environment
• A Culture of Risk Taking
• Organizational Tension
• An Atmosphere of Creative Strategy and Innovation
• Teamwork and Collaboration
• Cultivating Leadership
• Individual Skills
• http//pioneerbooks.com/imporg.htm and M. Crossan
  (1998).

16
Theory vs. Applied

• All of the research is theory
• Few known case studies where Improv was
  intentionally applied.

17
OD and Improv Resources

• Key Authors
• Mary Crossan
• Wanda Orlikowski
• Karl Weick
• For more detail, click here.