Workplace "drama" that's productive! The secret to business growth is right before your eyes-it's the creativity and innovation percolating in each one of your employees every minute of every day. How do you harness it to make it work for your organization? Business Improv! Based on the science of experiential learning, Business Improv uses improvisation activities from the theater to transform each employee into a great leader. The 75 hands-on activities in this proactive guide help you create an organization filled with people who: Engage with and "own" their work Generate creative ideas that drive profit Build innovative teams Solve problems effectively Make decisions with conviction Respond and adapt to change With Business Improv, you have the one and only tool you need to facilitate real, lasting leadership skills in every employee.
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Val Gee is an instructional designer, an ordained priest, and a regular contributor to Training magazine.
| Acknowledgments | |
| Introduction | |
| Activity 1. "Yes, and" | |
| Activity 2. Listen to Understand, Not to Respond | |
| Activity 3. Suspend Judgments | |
| Activity 4. Be in the Moment | |
| Activity 5. Loosen Up | |
| Activity 6. Thank You | |
| Activity 7. Gratitude | |
| Activity 8. Buzzwords, Acronyms, and Jargon | |
| Activity 9. The Interrupter | |
| Activity 10. Offering Support | |
| Activity 11. Acceptance | |
| Activity 12. You Should, You Could, You Would | |
| Activity 13. Me, Me, Me Syndrome | |
| Activity 14. To the Point | |
| Activity 15. Word Choice | |
| Activity 16. Paraphrase | |
| Activity 17. Empathy | |
| Activity 18. Observe | |
| Activity 19. Building Rapport | |
| Activity 20. Listen Up ... Listen! | |
| Activity 21. Nonverbal Communication | |
| Activity 22. Listen to Learn | |
| Activity 23. Trust | |
| Activity 24. Let Go | |
| Activity 25. Team Confidence | |
| Activity 26. Advance Jointly | |
| Activity 27. Support | |
| Activity 28. Problem Solving | |
| Activity 29. Collaboration | |
| Activity 30. Adapting to Ambiguous Information | |
| Activity 31. Managing Change | |
| Activity 32. Flexibility | |
| Activity 33. 100 Percent Commitment | |
| Activity 34. Concentration | |
| Activity 35. The Right Attitude | |
| Activity 36. Conflict Resolution | |
| Activity 37. Feedback | |
| Activity 38. Be Specific | |
| Activity 39. Leadership | |
| Activity 40. Motivation | |
| Activity 41. Delegation | |
| Activity 42. Create Your Environment | |
| Activity 43. Out of the Box | |
| Activity 44. Maintain Focus | |
| Activity 45. You Are Creative | |
| Activity 46. Generate New Ideas | |
| Activity 47. Critical Thinking | |
| Activity 48. Creative Inspiration | |
| Activity 49. Share Your Story | |
| Activity 50. Present without Scripting | |
| Activity 51. The Power of Questions | |
| Activity 52. Negotiation Skills | |
| Activity 53. Persuade | |
| Activity 54. Customer Service | |
| Activity 55. Think on Your Feet | |
| Activity 56. Drop Inhibitions | |
| Activity 57. Self-Awareness: Identify Emotions | |
| Activity 58. Identify Triggers | |
| Activity 59. Identify Reactions | |
| Activity 60. Emotional Self-Control | |
| Activity 61. Adaptability | |
| Activity 62. Achievement | |
| Activity 63. Positive Outlook | |
| Activity 64. Empathy and Organizational Awareness | |
| Activity 65. Influence | |
| Activity 66. Coaching and Conflict Management | |
| Activity 67. Inspirational Leadership and Teamwork | |
| Activity 68. Effective Meetings | |
| Activity 69. Prioritizing | |
| Activity 70. The Power of No | |
| Activity 71. Diversity | |
| Activity 72. Ethics | |
| Activity 73. The Interviewing Process | |
| Activity 74. Harassment | |
| Activity 75. Maintain the Improv Culture | |
| Index |
"Yes, and"
There was really only one rule I was taught about improv. That was, "yes-and." In this case, "yes-and" is a verb. To "yes-and." I yes-and, you yes-and,he, she, or it yes-ands. And "yes-anding" means that when you go onstage toimprovise a scene with no script, you have no idea what's going to happen, maybewith someone you've never met before ...
—Stephen Colbert, host of The Colbert Report, a satirical newsshow
Level of Risk
Low
Background and Purpose
If you are familiar with improvisational theater, you are probably familiar with"yes, and." "Yes, and" is one of the fundamental ground rules of improv. It's ageneral philosophy by which you agree with your partner and then add additionalinformation. It is the best way to gain trust, acceptance, and mutual discoveryand to collaborate.
In improv, "yes, and" is about accepting what's given to you and then addinganother offer to move the conversation, idea, or action along. By acknowledgingone piece of information and adding another, you and your partner work togetherto advance the communication. It's a process familiar to creative problemsolving: you start with a few pieces of key information and spend the rest ofthe time working toward a solution and defining the various details along theway.
Saying "yes, and" does not necessarily mean that you agree with what the otherperson is saying. It is simply a way of ensuring collaboration and moving anidea along. Agreeing to disagree is still "yes, anding" as long as the intentionfor both parties is to move forward.
The "yes, and" rule allows people to pick up the ball and run with it. Itinfuses energy, it's fun and exhilarating, and most of all it creates anenvironment in which people feel empowered to pitch their ideas and thoughts."Yes, and" is an affirmation that the person is listening and the offering isbeing accepted and heard. "Yes, and" does not mean you agree with or even likethe offering. Rather, it means that you are simply validating that the offeringhas occurred.
Mini Lecture
When people first hear an idea or information that they don't understand oragree with, they often blurt out "No!" Maybe it's because "no" is the first wordwe speak as a way to assert and test our power. As adults, many people say "no"because they don't want to change existing practices or they fear losing thestatus quo of existing relationships or resources. Onstage, beginningimprovisers often say "no" out of fear. They panic and become scared about theunknown, or they don't possess enough knowledge about the situation, or justwant to be in control of the scene. Whatever the reason is for saying "no," thecommunication stops.
Another response to new ideas or information is to say "yes, but," which is justa fancy way of saying "no." At Second City Communications, they say "yes, but"is "no" dressed up in a tuxedo. When people say "yes, but," you know they'regoing to give you at least one...
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