Project Improvisation as Group Process

When the time comes to depart from a carefully designed project plan, improvisation is often necessary. In Part I of this series, we explored some fundamentals of improvisation. In Part III, we'll explore the relationship between improvisation and risk management. We now turn to examining improvisation as a group process.

Avoid the rush to improvisation

Replanning takes time. And sometimes, replanning requires halting further work. If there isn't time to replan, and if work must continue, improvisation is a very tempting alternative, even though replanning is usually safer and cheaper than improvising.

The rush to improvisation is often driven by group panic. Ask yourself, are you certain there's no time for replanning? That work really must continue? Sometimes, the rush to improvise is internally driven — we don't want to stop to think. That's a very risky reason for improvising.

Remember that improvisation is a team effort

At the point when a decision maker concludes that it's time to improvise, the rest of the team is still following the plan. Since whatever follows is a team effort, improvisation will be more successful if the team improvises together.

When improvisation begins, all objectives, resource allocations, roles, and responsibilities are subject to change. A thorough group understanding of the new situation and the new approach is necessary for effective group improvisation.

Devise your improvisation compatibly

Operational structures of groups vary widely, from hierarchies to heterarchies or clouds. Hierarchical structures are top-down, command-and-control oriented, while cloud structures produce coordinated efforts in a more emergent fashion. An effective improvisational approach uses a style that is compatible with the operational structure already in place.

For instance, a team that uses a hierarchical operational structure is unlikely to produce a successful improvisational approach if asked to do so using a cloudlike structure. And a team accustomed to an autonomous approach to normal operations will have great difficulty when an improvised alternative is imposed on them by fiat. Choose an approach to developing the improvisation that is compatible with the team's culture. If you must deviate, enroll the team in the deviation first.

Use sophisticated communications

Project inception Remember that
improvisation
is a team effortusually includes extensive group communication to propagate the vision of the project, its importance to the organization, and the roles of all involved. When improvising begins, the resulting project configuration can conflict with much of whatever was communicated at project inception.

Those conflicts must be clearly communicated. We must communicate the new configuration, the new roles, and the new responsibilities, and in so doing, erase the no-longer-relevant elements of the old project plan. Because coordination is essential to effective improvisation, the need for communication within the team escalates dramatically when improvisation begins. That's one reason why improvisation is so much more difficult for virtual teams.

In two weeks, we'll examine how improvisation interacts with risk management.   First issue in this series    Next issue in this series   Top    Next Issue

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Forthcoming issues of Point Lookout

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For some task-oriented work groups, Tuckman's model of small group development doesn't seem to fit. Storming seems to be absent, or Storming never ends. To learn how this illusion forms, look closely at Satir's Change Model and at what we call a task-oriented work group. Available here and by RSS on January 1.

And on January 8: The Storming Puzzle: III

For some task-oriented work groups, Tuckman's model of small group development seems not to fit. Storming seems to be either absent or continuous. To learn how this illusion forms, look closely at the processes that can precipitate episodes of Storming in task-oriented work groups. Available here and by RSS on January 8.

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