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Andrew Hodges
(July 2008)
It is my belief that the behaviours and processes that
underpin the improvisational metaphor go way beyond musical boundaries.
They can even be related directly to the causes of current world
economic instabilities. There are huge synergies with current
mathematical thinking particularly Chaos Theory which puts to rest any
notions that the world is ultimately knowable and hence capable of human
systems of control. Improvisation Theory recognises the principle
that in Chaos Theory the roots of system instability are embedded in the
pre-conditions surrounding the system. Catastrophic instability is not
ultimately caused by localised recent events but often in minute
variations at the initiation of the system. With the application of the
system pre-conditions of Improvisation Theory I believe it is possible
to create applications that increase the likelihood of building
long-term stability into systems of government, organisations and their
management whilst maintaining the promotion of creative potential within
the system. It is an effective replacement for old-style socialist
‘Command and Control’ economies, mechanistic Newtonian approaches to
industrial organisation & and the artificiality of ‘Free Market’ Games
Theory rules applied inappropriately to non-competitive structures (e.g.
the NHS and public transport).
Treat these 'pre-conditions' as
working principles as you facilitate the development of your team,
band, musical group, jazz band, organisation, workshop, negotiation,
training programme or business. Start with these pre-conditions in
mind. Whatever you are creating is likely to be much more
capable of riding the storms of instability in this 'Age of Chaos'.
1.
All behaviour can be
perceived as in the form of an improvisation.
2.
Improvisational
activity takes place uniquely in space and time.
3.
Improvisation involves
all of the senses, not merely sound.
4.
All participants in an
improvisation perceive the improvisation from their own unique point of
view.
5.
Improvisers make the
best choices available to them at the time, given their unique
perception of the situation.
6.
Improvisation is a
systemic process. All actions within the improvisational system create
responses. Even a nil reaction is still a response, which means that
all actions influence, even those that do not appear to elicit a
response.
7.
All improvisational
activities have meaning to a greater or lesser extent, however the
intention behind the improvisation is not necessarily its meaning. The
meaning of an improvisational act is the effect it creates.
8.
Effective
improvisational activity is driven by positive intention and healthy
ethical values. Improvisational activity coloured by
unethical values and negative intention charactise the experience with confusion.
9.
Improvising decisions
obey vague or ‘fuzzy laws’ which means that decisions are never
completely right nor totally wrong but are usually sufficient for the
purpose (and for the time being)
10.
In improvisation there
is no such thing as a wrong note or wrong input only an opportunity for
further creativity. So-called ‘wrong input’ is best seen as a
naturally occurring ‘surprise’. Improvisations will organically adapt
to the new input and can create new circumstances where needed for the
new input to be developed or enfolded into the process.
11.
Improvisations can be
deemed to be 'working' when they appear to be ‘taking on a life of
their own’.
12.
The prerequisite values of
a successful improvisation are adaptivity, flexibility,
variety of choice, supportiveness and safety.
13.
Improvisations may be
commenced by an initial agreed ‘holding form’ which embodies the
characteristics of rule 12 providing the 'adaptivity' prerequisite
allows for the possibility that even the holding form can be discarded or changed when it is felt
appropriate to do so or when the improvisation ‘takes on a life of its
own’.
14.
Improvising
organisations can be trusted to create their own form or internal
structure.
15.
The primary task for
leaders of improvising organisations is to maintain and support the
group by means of the initial holding form and release the improvisation
from the holding form when its own form emerges.
16.
Effective
improvisational interactions will tend to result in useful outcomes.
This means that useful outcomes need not be forced or driven.
However all outcomes need
to be accepted and respected (even a nil outcome).
17.
Effective improvisation
often best occurs when judgment is temporarily suspended. As such
improvisational states best occur when what appears is accepted as
neither right nor wrong.
18.
The person with the
most improvisational flexibility within the organisation tends to lead
the improvisation irrespective of their nominal position within the
organisation.
19.
Everyone already has
all the resources they need to play a valuable part in the
improvisation.
20.
Simple behaviours tend
be more effective than complex behaviours.
21. The ends of improvisations
are unforced and are intuited by the participants. However
endings don't always end - they sometimes begin.
This is part of a series of articles on Business Improvisation by Andrew
Hodges,
classical violinist, improviser
and
business coach.
We’ll keep you updated when he provides us with the next exciting
instalment. |
