Improvisation and Negotiation: Expecting the Unexpected

Balachandra, Lakshmi; Bordone, Robert C.; Menkel‐Meadow, Carrie; Ringstrom, Philip A.; Sarath, Edward

doi:10.1111/j.1571-9979.2005.00074.x

Cited by 32 publications

(28 citation statements)

References 7 publications

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“…In fact, the central elements that define improvisation appear in a range of domains, artistic and otherwise (Balachandra, Bordone, Menkel-Meadow, Ringstrom, & Sarath, 2005;Eisenhardt, 1997;Miller, McDaniel, Crabtree, & Stange, 2001). …”

Section: Chapter Twomentioning

confidence: 99%

Descriptions of Improvisational Thinking by Artist-Level Jazz Musicians

Norgaard

2011

Journal of Research in Music Education

106

147

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Thought processes of seven artist-level jazz musicians, each of whom recorded an improvised solo, were investigated. Immediately after completing their improvisations, participants listened to recordings of their playing and looked at the notation of their solos as they described in a directed interview the thinking processes that led to the realization of their improvisations. In all of the interviews, artists described making sketch plans, which outlined one or more musical features of upcoming passages. The artists also described monitoring and evaluating their own output as they performed, making judgments that often were incorporated into future planning. Four strategies used by the artists for generating the note content of the improvisations emerged from the analysis: recalling well-learned ideas from memory and inserting them into the ongoing improvisation, choosing notes based on a harmonic priority, choosing notes based on a melodic priority, and repeating material played in earlier sections of the improvisation.

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Section: Chapter Twomentioning

confidence: 99%

Descriptions of Improvisational Thinking by Artist-Level Jazz Musicians

Norgaard

2011

Journal of Research in Music Education

106

147

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“…Improvisation has been of great interest for entrepreneurship and management theory. Improvisation has been widely identified across a range of managerial processes (e.g., Balachandra et al ; Barrett, ; Kamoche and Cunha ; Kanter ; Miner, Bassoff, and Moorman ; Moorman and Miner ; Orlikowski ; Vera and Crossan ; Weick ). Frequent analogies have been made to connect improvisation to organizational actions (Chelariu, Johnston, and Young ; Kamoche, Cunha, and Cunha ; Weick ).…”

Section: Improvisation Theory In Entrepreneurship and Managementmentioning

confidence: 99%

The Improvisational Entrepreneur: Improvisation Training in Entrepreneurship Education

Balachandra

2019

Journal of Small Business Management

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Entrepreneurs constantly face unexpected and unanticipated situations; those that thrive are ones that are identified by the literature as “improvisational.” Yet extant entrepreneurship research has not distinguished what improvisation is from how to do it. I propose training in the principles developed from the theory of performing improvisation promotes the entrepreneurship mindset through pedagogy. Qualitative studies reveal entrepreneurial self‐efficacy themes related to interpersonal/team considerations for entrepreneurs, and introduce “improvisational alertness” as a critical entrepreneurship consideration. Entrepreneurs can learn to keenly pay attention to interpersonal conditions of the present and the future in order to adapt potential limitations for venture success.

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“…From a negotiator’s perspective, complexity increases with the growing recognition that negotiations are a dynamic process that need to be actively managed (Olekalns & Weingart, 2008; Watkins, 1999). This is reflected in the representation of negotiation as an improvisation in which negotiators respond to an unanticipated move by the other party and take action to redirect the process (Balachandra, Bordone, Menkel‐Meadow, Ringstrom, & Sarath, 2005). To do this successfully, negotiators need to draw on their negotiation repertoire to select the appropriate strategic template or recovery routine.…”

Section: Complex Environmentsmentioning

confidence: 99%

Beyond the Deal: Next Generation Negotiation Skills Introduction to Special Issue

Olekalns

Brett

2008

Negotiation Conflict Man Res

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Improvisation and Negotiation: Expecting the Unexpected

Abstract: Negotiators must improvise. As the negotiations process unfolds, they work with new information, continually making decisions along the

Cited by 32 publications

References 7 publications

Descriptions of Improvisational Thinking by Artist-Level Jazz Musicians

Descriptions of Improvisational Thinking by Artist-Level Jazz Musicians

The Improvisational Entrepreneur: Improvisation Training in Entrepreneurship Education

Beyond the Deal: Next Generation Negotiation Skills Introduction to Special Issue

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Improvisation and Negotiation: Expecting the Unexpected

Abstract: Negotiators must improvise. As the negotiations process unfolds, they work with new information, continually making decisions along the

Cited by 32 publications

References 7 publications

Descriptions of Improvisational Thinking by Artist-Level Jazz Musicians

Descriptions of Improvisational Thinking by Artist-Level Jazz Musicians

The Improvisational Entrepreneur: Improvisation Training in Entrepreneurship Education

Beyond the Deal: Next Generation Negotiation Skills Introduction to Special Issue

Contact Info

Product

Resources

About

Beyond the Deal: Next Generation Negotiation Skills Introduction to Special Issue