Spontaneity and Power

This book is relevant for consultants, managers and others,who seek to understand the processes of relating in which theyparticipate. Larsen uses improvisational theatre as a form ofconsulting. In the interplay of audience and player immediatechange is created in the ongoing life of the organization becausein the movement of the improvisation meaning emerges spontaneously.Larsen argues that although such spontaneity is experiencedindividually, it is in fact social processes in which it is feltrisky to participate. It seems to me that the apparently smallshifts that Larsen describes change what is "known"organizationally, not as a moment of uncovering what is alreadythere but as the emergence of novelty in the processes of mutualspontaneous action. However, this is not just about theatre. Larsencontends that what is critical to whether or not change occurs ishow much spontaneity people finds themselves risking in the face ofpower differentials. He asks how the heightened sense of risk is tobe understood and what makes invitations to spontaneity bothdifficult and crucial. Professor Ralph Stacey Complexity andManagement Centre

Klappentext
This book is relevant for consultants, managers and others, who seek to understand the processes of relating in which they participate. Larsen uses improvisational theatre as a form of consulting. In the interplay of audience and player immediate change is created in the ongoing life of the organization because in the movement of the improvisation meaning emerges spontaneously. Larsen argues that although such spontaneity is experienced individually, it is in fact social processes in which it is felt risky to participate. It seems to me that the apparently small shifts that Larsen describes change what is "known" organizationally, not as a moment of uncovering what is already there but as the emergence of novelty in the processes of mutual spontaneous action. However, this is not just about theatre. Larsen contends that what is critical to whether or not change occurs is how much spontaneity people finds themselves risking in the face of power differentials. He asks how the heightened sense of risk is to be understood and what makes invitations to spontaneity both difficult and crucial. Professor Ralph Stacey Complexity and Management Centre