Posts Tagged ‘Crazy Town’

Not Making It Up as we Go Along

Tuesday, May 4th, 2010

Some of my favorite GameChangers are working these days in New Orleans.  As we are going to see eventually with Detroit, artists cannot resist large blank canvases, storytellers chaos, designers dead space, or musicians dead air.  The seeds of innovation are best sowed on dormant ground.  This is where we find the opportunities for new growth, for the expansions of understanding and ability.

This slide was presented as part of a seminar in New Orleans attended and photographed by our friend, Ray Nichols:GodinSlide1

I love a lot of stuff coming out of New Orleans (current bad news about the oil disaster excepted), but I don’t love this slide.  Those of us who design improvisation for business spend too much time already dispelling misconceptions about what we do, and this is the single biggest misconception, that improvisation is “making it up as you go along” a.k.a. winging it, a.k.a. flying by the seat of one’s pants, a.k.a. spewing whatever comes to mind.

In fact, improvisation is specifically not ‘making it up as you go along.’  It is contrary to the idea of making it up as you go along.  It is, rather, a process for acting on one’s environment in a substantive and productive way to generate positive unforeseen outcomes.  One’s environment is not ‘made up’ as one goes along.   It is real, just as the reality of one’s scene partners is real.  They are not making stuff up.  They are dealing with reality, just like you are.   Deal with it.

There are, in fact, many other ways to “make it up”  besides “as you go along.”  There is making it up ahead of time and trying to get followers to go along.  There is making it up after the fact and hoping history goes along.  And there’s making it up in your head, and trying to get your heart to go along.   All of these are realities that must be addressed in any business narrative.

The quote by Godin suggests a divide between planning and spontaneity, between fact and fiction, when in fact business, and life itself, is a balancing act, a continuum, between the two.  Most actions in business are calculated to a fault, and rely too heavily on planning.  (Maybe that is the point of Godin’s quote.)  The purpose, however, of applying improvisation principles to business is not to say, “Forget your planning and your calculations, ignore your research and your institutional memory, because…hey,  we’re going to make this up as we go along.”  That would be disastrous on many levels.  What improvisation says is do your planning but emphasize preparation, because every plan changes, and it’s your ability to adapt to change that will determine your success.

Business improvisation liberates the unconscious mind, but does not disconnect from an awareness of history, environment or context.  It is informed by, but not totally beholden to the numbers, the data, and the rational mind.

The essential message of improvisation is this:  Don’t make it up.  Make it real.  Then act on that reality.

Yes is Not Enough

Wednesday, January 7th, 2009

MarriageProposal1The most basic concept in all of improvisation is ‘Yes and’. If we are in a scene together and you make a statement, it is my obligation as an improviser to ‘yes-and’ your statement. By ‘yes-anding’ you, I not only agree to your reality, I add to it with perspective of my own. In this way, we can ‘triangulate’ on the problem to be solved, and also bring dimension, and new levels of collaboration to the scene.

The words ‘yes’ and ‘and’ do not have to be spoken literally, of course. It is the spirit of the phrase that matters. A common improv exericise invokes this spirit by having players begin every exchange of dialogue with those two powerful words, spoken literally.

If we are in a scene together and are ‘yes-anding’ one another, by the third line of the scene, it will not be about your reality, or my reality, it will be about our reality. Now we have the ability to work together toward an objective. It is the ‘and’ that makes all the difference. Anyone can say ‘yes’. It might get me a reputation as a being a positive person around the office, but it will not necessarily make me a productive player. (more…)

Butchers in Crazy Town

Tuesday, October 23rd, 2007

Thomas Krugman, in a trenchant analysis in yesterday’s New York Times of the sub-prime mortgage mess and the still-to-be-accounted-for hurt hidden in SIVs (Structured Investment Vehicles), compared investors in sub-prime heavy hedge funds to buyers of un-inspected meat. And that’s just about all the information you need to understand why people are getting sick over this. Oh, so the investment banks are great big unregulated meat processors who chop up mortgage tranches and sell off their parts without anyone really knowing what’s in those parts? Now I get it. The more esoteric aspects of hedge funds may escape some of us, but who doesn’t understand bad meat?

Rocky versus Meat
SIVs: Bad Meat
From a GameChangers perspective, three issues led to a series of bad scenes and a disastrous sub-prime performance:

The sub-prime scenes involved a win-lose game. Improvisation is a means for all the players in a scene to achieve the objective. In this instance, as in many business scenes, the objective was to make money, which is all well and good. The game played by the culprit banks was, however, designed for themselves and their cronies to make money at the expense of unwary investors and homeowners. Furthermore, the broader business audience loses too, because even those of us who aren’t heavy into SIVs have to experience the tales of woe that comprise the narrative. By contrast, improvised scenes, when well-played, are win-win.

The players’ intentions were obscure
. The way improvised scenes work, the intentions of the players in the scene are made clearly known to the audience. The game itself may be obscure, or even invisible, but the characters’ intentions are not. For example, in an improv theater scene, a butcher and a housewife may be discussing a cut of meat, while their intention is a seduction of some sort. The audience can see this. Understand it. It’s what the scene is about. In the sub-prime performance, it may have appeared to the houswife and the audience that the intention of the butcher was seduction. It was not. The intention was to conceal the hoof, hair and horn in the meat. Concealment leads to a very unsatisfying scene.

Scenes were built on fantasy. Well-improvised scenes are built on realities agreed to by the players that are believable to the audience. If, in the improv theater scene described above, the butcher begins ascribing magic powers to the cut of meat — that it will enable the housewife to fly, for example — the scene veers into fantasy. It’s not about anything real or human. One of my improv teachers at the I. O. West Theater, Michael Bertrando, calls this ‘going to Crazy Town’. The sub-prime scenes dealt in the fantasies of a housing market that would never cool, less-than-qualified home buyers who would be able to make balloon payments, and dream homes that blinded those buyers to their economic realities. The butchers, in effect, went to Crazy Town, and the housewives are just now discovering that they cannot fly.

Today, a few players are backstage toasting each other with bottles of 1995 Clos du Mesril, feeling like they nailed their performance and the audience is out on the sidewalk screaming for its money back