Improvisation model for team performance enhancement in a manufacturing environment

Document Type

Article

Publication Date

11-14-2007

Abstract

Purpose - The core purpose of the paper is to propose that improvisational practices have the potential to bring an additional dimension to the learning process in a typical manufacturing organization governed by a culture-implied "plan what we do and do what we plan" environment. In today's turbulent environment employees should possess both the capability to follow a plan, while at the same time remaining able to respond instinctively to outcomes that are unexpected. Design/methodology/approach - Several authors view the concept of improvisation associated with performing arts and creativity-based artistic productions such as jazz performance, comedy and improvisational theater as a model to shape organizational processes. The instances of improvisation cited in the literature are first classified as either proactive or reactive. Using the jazz metaphor, the paper offers a model of decision making by an agent and a process view of communication. Findings - The authors propose that a culture of a manufacturing environment described as "plan what we do, do what we plan, but improvise with bias toward improved system performance" is very desirable and should be legitimized. Research limitations/implications - Although the model is conceptual, it will benefit from more empirical or case-based research. Practical implications - For practising managers, this work offers a goalpost toward productive thinking. Originality/value - The paper argues that improvisational experience of other domains of activity (e.g. in creativity-based artistic productions such as jazz bands, theatres) should be considered for adoption into the manufacturing environment after a suitable transformation.

Publication Title

Team Performance Management

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