Stimulating organisational creativity with theatrical improvisation

Abstract

Although organisational creativity has become an increasingly important performance driver, little is known about how it can be built and stimulated. The existing literature has mostly focused on techniques for improving idea generation in specific and occasional problem-solving situations. However, there is scarce research about how to improve creativity as a quality that pervades everyday operations throughout an organisation. This study explores how theatrical improvisation could foster organisational creativity. Qualitative action research shows theatrical improvisation as a promising method to stimulate both individual and collective creativity in an organisation. The study links theatrical improvisation to organisational creativity, understanding the former as a potential method for organisational development. This research extends the understanding about enhancing organisational creativity as a multilevel phenomenon, as well as the possibilities for applying arts-based methods to organisational development.

The Organizational Improvisation Landscape: Taking Stock and Looking Forward

“…One stream has examined the impact of improvisation training. Its findings suggest that OI can enhance employees’ feelings of confidence and abilities to handle unique situations (Daly, Grove, Dorsch, & Fisk, 2009), the development of an entrepreneurial mindset (Balachandra, 2019), and sometimes fostering of organizational creativity (Nisula & Kianto, 2018). A pair of studies using healthcare settings highlight an important ambiguity: One study found that relying on improvisation can lead to disenchantment (Rieder, 2017), whereas the other found it can lead to resilience (Muyinda & Mugisha, 2015).…”

Positing a schema of measurable outcomes of cultural engagement

“…Creativity is considered as the vehicle of human self-expression (Paul and Kaufman, 2014). A person with high intrinsic creativity is able to draw on their own ideas and intuitions to imagine, and then produce, novel and useful outcomes (Csikszentmihalyi, 2013; Nisula and Kianto, 2018). Creativity is understood to involve three ways of thinking: generation of new ideas and connections between them, analytical or critical thinking and practical ability (Sternberg and Williams, 1996).…”

“…Art is also recognised as a tool for generating creativity and innovation in business contexts (Berthoin Antal and Strauß, 2014; Styhre and Eriksson, 2008; Van Den Broeck et al, 2008). For example, training in artistic improvisation stimulated creativity in businesspeople by breaking down individual barriers and increasing openness to novelty (Nisula and Kianto, 2018).…”

What Does Creativity Mean in Safety-Critical Environments?

“…So, it was a synchronized thing between the three of us, with (second first officer) still being able to do all his communications. So that’s how we operated the airplane, and that’s how we got it on the ground .” This might represent an instance of rare and true group improvisation as experienced by musicians or theater actors “in the spirit of shared leadership, responsibility, mutual support, and care” ( Nisula and Kianto, 2018 , p. 485). Indeed, through verbal and nonverbal interactions, the crew coordinated and synchronized their actions in a spontaneous, unplanned, and never experienced way.…”