Business leaders are often handed new acronyms to describe the environment around them—VUCA (Volatile, Uncertain, Complex, Ambiguous – an acronym created by the military) one day, BANI (Brittle, Anxious, Nonlinear, Incomprehensible) the next. They all point to the same truth: the world is turbulent and unpredictable.

Rather than chasing new labels, the real question is: What can leaders actually do when everything shifts beneath their feet?

The answer lies in improvisation. It is a practical, resilient mindset that empowers leaders to respond effectively amid disruption.

Why Improv Works

Research shows that an organization’s ability to improvise strengthens its resilience. A 2024 study found that improvisation capability directly amplifies organizational resilience, offering actionable pathways to nurture this skill within teams and structures (Emerald).

In leadership and emergency contexts, improv training has been shown to enhance adaptability, quick decision-making, clear communication, and team cohesion—critical traits when plans go sideways and time is of the essence (PubMed).

Further psychological research demonstrates that engaging in improvisational theater causally increases uncertainty tolerance and divergent thinking, reducing anxiety and boosting wellbeing—skills essential for navigating ambiguity (ScienceDirect).

Improv in Practice: Core Leadership Skills

1. Control What You Can: You can’t stop global volatility or ambiguous markets. And you can control how you respond—with presence, composure, and clarity. Improv teaches leaders to stay grounded in the moment and act from a place of awareness, not fear.
2. “Yes, And” to Change: This improv principle isn’t about blind agreement—it’s about acceptance plus contribution. Leaders acknowledge reality and then ask, “What can I build here?”—focusing energy on possibilities, not paralysis.
3. Foster Collaborative Space: Just like in improv scenes, success emerges from ensemble performance. Leaders who create environments of trust and psychological safety inspire collective creativity and agile problem-solving.

Improv in Organizational Change

A classic MIT model likens organizational improvisation to jazz: while each performer has freedom, they operate within familiar rhythms and structures, ensuring harmony even amid spontaneity (MIT Sloan).

In practice, this means structuring your team to allow improvisation by setting shared goals, clear norms, and enabling autonomy so real-time adaptation becomes the norm, not the exception.

Practical Questions for Leaders

When disruption hits, ask:

• What’s within my control right now?
• How can I turn this challenge into an opportunity? (“Yes, And…”)
• How can I create a culture where ideas flow and collaboration thrives?

Answering these can shift you from reacting to leading, from chaos to agility.

Change-Ready Leadership

Acronyms will come and go, yet the mindset of improvisation endures. It teaches us to focus on what we can influence, to build forward momentum, and to lead with creativity and composure—no matter how volatile, anxious, or incomprehensible the world becomes.

Leaders don’t need perfect foresight. They need the skills to improvise in the face of the unknown.

Research References

• Deniz, T., & Çakar, N. D. (2024). Improvisation capability and organizational resilience: A framework for developing resilience. Development and Learning in Organizations, 38(3). Emerald Insight
• Tümen Akyıldız, S., et al. (2024). The role of improvisation in leadership during emergencies: Enhancing adaptability, communication, and team cohesion. PubMed
• Hofmann, J., et al. (2021). Improvisational theater increases uncertainty tolerance and divergent thinking. Thinking Skills and Creativity, 39. ScienceDirect
• Weick, K. E. (1998). Improvisation as a mindset for organizational change. MIT Sloan Center for Coordination Science. MIT Sloan CCS