Something to Try in a Contentious Meeting - Brief Article

HR Magazine, April, 2001 by John T. Adams

Somewhere in the middle of my second class in improvisational comedy, it started to feel a lot like a team-building seminar.

The teacher was explaining a few of the principles of good improv:

First, listen to what everyone else says and watch what everyone else does.

Second, the ensemble's performance is more important than the performances of individual members. It's better to keep a scene moving than to interrupt it with your own comedy monologue.

Next, agree with and build on whatever you're given. Don't anticipate, don't disagree. Just take it and go.

That last one was easy for the class to understand, but probably the most difficult to do.

Picture it this way: The improv scene opens with one performer tossing out an "initiation," or opening, that is both rich in information and somehow provocative.

It won't work to walk up to the other guy on stage and say, "Hi." Instead, set a location, establish the relationship, create a problem or a situation. "Gee, Mom. It's really a drag living in the back yard. I'd sure love to move into the house with you and Dad."

The responses are almost limitless. They could range from "I know, honey. The backyard isn't as safe as it used to be now that we've adopted those lions" to "It can be uncomfortable when we have a foot of snow."

Both responses agree with the initiation and add more information. Now it's the initiator's turn to agree and build some more.

Disagreeing won't work. If the mother had negated the initiation--"You don't live in the backyard. You spend your whole day lying on the couch watching television"--the scene would end right there.

So while the teacher was talking, I started daydreaming about how these improv principles would work at, well, work.

Suppose that, in your next meeting, you know your counterpart across the table is going to say something you'll never agree with. You're ready for another argument. Even before she starts talking, you're crafting your response, counterpoints, alternatives, reasons why her plan won't work.

But, instead, listen. And, whatever she says, agree and build on it. "You make some great points. And I think we also should consider this approach. ..."

If your colleague was expecting you to argue against her plan, she may not be prepared for your affirming response. And when she realizes you haven't come ready for a fight, she might be more receptive to your ideas.

Who knows? If you use a little improv, maybe there's something you both can agree on.

I'm working on this approach --with decidedly uneven progress. If you try it, e-mail me at jadams@shrm.org with the results.