Management > Leadership > Dynamic Leadership: Using Improvisation in Busines

Dynamic Leadership: Using Improvisation in Busines posted by duggu on 12/8/2007

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Abstract/Syllabus

Courseware/Lectures

Test/Tutorials

Course Highlights

This course features video clips of student presentations and a full readings list.

Course Description

The first two weeks of this course are an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks focus on applying these concepts in business situations to practice and mastering these improvisation tools in leadership learning.

Special Features

Sample video lectures

Technical Requirements

RealOne™ Player software is required to run the .rm files found on this course site.

Syllabus

Course Overview

Overview

The first two weeks will be an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks will be applying these concepts in business situations to practice and master these improvisation tools in leadership learning.

Course Readings

The readings are all listed in the readings section. Each reading is important as we'll be doing exercises based on their content. This means: you will be expected to talk about the material. Be prepared.

OpenCourseWare

We have been asked by MIT's OpenCourseWare initiative to post our classes on the site. If you don't mind getting your 15 seconds of academic fame, I urge you to sign the release so that you will be part of this historic academic effort. They will start taping the second week of class.

Grading Policies

Attendance

This course is highly participatory. We have only 13 classes. You need to attend every class.

Assignments

There is one paper and one group exercise for this class. Both of which are extremely easy and will be merely graded by a check or check plus. You must complete both to pass this class.

Class Participation

Last and certainly not least, as previously mentioned, this course is highly participatory. If you are afraid of public speaking, this class is definitely for you! I will be cold calling - and you will be cold calling each other. To be quite frank: there is no possible way for you to get out of participating in this class.

Calendar

Calendar Table
LEC #	TOPICS	KEY DATES
1	Introduction and Overview: Fundamentals of Improvisation What is Improvisation? a) History b) Methods Overview of Course a) Review of Primary Colors reading - how the skill of 'reading an audience' separates 'Leaders' from 'Managers' - How improvisation will help you with this understanding Course Objectives a) Not to be funny b) Understand and experience leadership as reacting c) Learn what we are like in leadership situations: What works, what's less effective, what are our personal warning signals - when do we not react well? d) Take Risks: Only people that take risks can become true leaders e) Lose your sensitivity - learn how to openly share feedback Methodology a) "10 Rules of Improv" b) Why these rules exist and how we must follow them to master reacting c) Understanding how improvisation works d) Teamwork implications - how business = working together
2	Improvisation Methodology (cont.)
3	Introduction and Learning Fundamentals of Improvisation (cont.) Begin understanding how to read your audience + win people over Learning about yourself - Leader's 'EQ' (Goldman Article) a) What have you learned about yourself: 1. pitfalls, goals, etc, and 2. what you need to develop or manage in yourself b) Workplace environments c) Exploring different simple scenarios
4	Introduction of Leadership Learning from Improvisation Not New Ideas - "Listening to People" Article Applying Improvisation to MBA Life	Group project introduction and final paper assignment
5	Workplace Scenarios and 'Being the Leader' Begin Discussion of leadership - Leadership Model at MIT Sloan Why improvisation tools create a path to gaining skills and attributes of leadership Leadership and Improvisation Exploration Modules Module 1: Inventing a) The Leader as Creativity Cultivator: Creativity? How to manage a creative process using improvisation - and learn why it's effective
6	Leadership Situations - Improvisational Understanding Module 2: Sensemaking a) The Leader and Controlling the Situation: Interviewing - learning the influence of 'who has the power' in situations and how you deal with it b) The Leader Furthering His/Her Message: Expert Q & A - furthering the expert talker concept to deliver your message regardless of the questions you face and unknown ideas that you may come across
7	Public Speaking and Networking Exploration - How Improvising Determines Leadership Portrayed Reading Audiences: Welcome Audience vs. Hostile Audience Leadership Model (cont.) Module 3: Visioning a) The Leader as the Expert: Expert Talker - exploring how to 'act' as if you are the expert; utilizing confidence and your own expertise to carry you through difficult situations
8	Networking + People Skills in Leadership Module 4: Relating a) The Leader as Effective Networker: 1. Networking Scenarios "The Dating Game" - learning to read body language, and how to win people over quickly, and 2. Cocktail Party 101 - rules of networking - applying them in difficult or challenging situations b) The Leader as a Persuasive Salesperson: How to 'react' - various welcome vs. unwelcome characters and how to read them and handle them appropriately, always moving towards achieving your personal goals b) The Leader as Approachable: Stand-up Comedy 101…- the art of telling a joke, when and where to use? Why is this type of persona and skill helpful for leadership situations? When is it not?
9	The Improvising CEO Synthesizing Improv Techniques + Experiencing Different Leadership Scenarios: Sales for new business, pitching to investors, motivating their employees, speaking on panels, guest speaking at conferences, networking at meetings or impromptu moments, running board meetings, pitching new releases/company updates Leadership Model: Tying it All Together Understand Who You are as a CEO (Building Your Own 'Change Signature') Learning What Works Learn how to Improve/Define 'You as a CEO' a) What are 'leader desired attributes' b) Trying on different leadership 'characterizations' c) How the reactions vary
10	Final Understanding - Improvisational Leadership + Projecting YOU Staying in Control: Keeping the Leader's Persona Salesman - Approachable/Persuasive Salesman Press Conference - Persuasive Salesman/Furthering His/Her Message Board Meetings - Controlling the Situation/ Expert/ Networker/ Approachable VC Pitches - Controlling the Situation/ Expert/ Networker/ Approachable
11	Group Presentations: Final Presentations and Review a) You, the Leader, The Improviser… b) Understanding of not only how to do things but who you are c) Learning to develop who and what you to project in any situation d) Takeaways of how to implement the image you want to convey	Final presentations due
12	Wrapping it Up Understanding how to use this framework for improvisation in leadership at MIT Sloan and beyond	Final paper (1-5 pages) due

Discussion Group

Educators, students, and self-learners interested in "Course 15.969: Dynamic Leadership: Using Improvisation in Business" are invited to interact with others utilizing these materials in their teaching and learning through the Discussion Group for this course.

This service, offered by MIT OCW and hosted by the Open Sustainable Learning Opportunities Research Group in the Department of Instructional Technology at Utah State University, offers individuals around the world the opportunity to connect with each other, collaborate, form study groups, and receive support for their use of MIT OCW materials in formal and informal educational settings.

OLS is a research project that is focused on building "social software" that enables informal learning communities to form around existing open educational content. The fundamental premise of OLS is that full educational opportunity requires a user to have the social access to other people who can answer questions and provide support. Since the sponsors of free and open Web-based materials cannot typically provide this access, the social support must come from other users.
Therefore, OLS:

Operates independently of MIT OCW
Requires users to register and login to participate
Is not a degree-granting or certificate-granting program
Does not provide formal access to MIT or Utah State University faculty

Connect to the Discussion Group for Course 15.969: Dynamic Leadership: Using Improvisation in Business now.

Open Learning Support is funded by a grant from The William and Flora Hewlett Foundation.