In the words of John Kao of Harvard Business School:
“Improvisation is probably one of the two or three cardinal skills for businesses to learn in the future…”
If you want to foster a culture of creativity and innovation, encourage a healthy approach to failure and risk, in creative brainstorming where you generate idea after idea for evaluation at the strategic planning stage, then Improvisation is where it’s at.
By the end of our workshop, you’ll be fizzing with ideas, and have a whole new approach to problem-solving.
Normally we learn to put the lid on our idea generation pretty rapidly – “It’s not a compete thought yet, it’s not perfect, I don’t know if this work, it’s probably rubbish.” We talk ourselves out of our own innovation!
Improvisation not only permits, it actively encourages as many unlaundered ideas as possible, and rapidly.
Our participants quickly learn one of the key advantages of impro – the benefit of the disposable.
Not working? Try something else. That not working? try something else? And again? OK, try something else.
Business people almost never get to this stage without a raft of strategic circular conversations, that – let’s face it – can go on for months, with much hand-wringing at every stage in between, because we’re still wedded to the first idea that didn’t quite work out.
Our human inability to cope with our idea not working is often crippling.
Impro changes all that. And fast.
You’ll learn how to flex and develop your disposability muscles pretty quickly.
You’ll develop a ‘healthy attitude to risk’ muscle. You won’t be feckless, but you won’t get stopped at every hurdle.
You’ll make bolder and more innovative decisions.
Here’s what some recent clients have said about our impro workshops:
“We support each other better – we definitely collaborate more now”
“We communicate more frequently, yet quicker somehow…”
“It feels less judgey if your idea doesn’t always work – it doesn’t seem to matter like it used to, we just move on.”
“I think we are a lot more productive – we definitely waste less time in meetings.”
“We seem to be better at reacting to unexpected things. We always reacted well, but very slowly. We’re pretty speedy now!”