Chapter 8: Organizational improvisation: implications for practice and for community exploration
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This chapter examines the implications for practice-oriented exploration and research on organizational improvisation. It first presents the case for active explorations by managers, thought leaders, and academics to develop training tools, tools for specific contexts, and to probe how to improve improvisation in large organizations. Then provides an applied guide for practitioners to prepare for improvisational action. It discusses how organizations can use improvisation skills as a source of competitive advantage in rapidly changing environments. Different phases are important to effectively improvise. Before improvisation it is essential to plan for its likely occurrence (not for the specific actions done during the improvisation), prepare key improvisation agents, and provide them with the adequate tools. During improvisation it is important to know what to do and when to do it. After the improvisation it becomes vital to learn from that experience so that processes improve, and improvisation skills are honed.

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