Improvisational theater as a tool for enhancing cooperation in academic libraries

Abstract

It is not uncommon for an audience member to be in awe of a professional improvised performance. They may even find it difficult to believe the performers really created a piece of music or a theatrical scene spontaneously before their eyes. What the audience has witnessed is the remarkable power of collaboration. Generally, they are unaware of the skills and processes these performers use instinctively. Arie Y. Lewin notes that improvisation “...has always been recognized in organization theory but it was treated as an organization dysfunction: an unintended outcome or as an organization design failure.”2 This has changed, as interest in improvisation grows among organizational theorists and researchers who relate group dynamics found in improvising groups to creativity, innovation, and flexibility in organizations. The general idea of improvisation in libraries is not new. As in other organizations, however, the mention of improvisation in library contexts can evoke negative images for some people. One reason for this can be certain preconceptions or erroneous conceptualizations of improvisation. Some view improvisation as something one resorts to only in dire circumstances, or because they lack requisite skills, knowledge, or resources. This perception also exists in other types of organizations, particularly those with hierarchical structures and management styles. This paper examines the concept of improvisation and suggests that academic libraries: 1) move beyond the idea of improvisation as merely a useful metaphor; 2) learn from improvisation in non-library organizations; 3) include improvisation as a practical tool for fostering cooperation and teamwork; and 4) institute formal staff development in certain skills used by theatrical improvisers.

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