Improvisation model for team performance enhancement in a manufacturing environment

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.