The art of improvisation, made famous with shows like \u2018Whose Line is it Anyway?\u2019, where people stand up in front of audiences and make it all up for laughs, might sound irrelevant to the business professional, but we\u2019d wager you\u2019re already more of an improviser at work than you realise\u2026<\/p>\n
At Hoopla, we define improv as the art of acting without a script<\/b>, and how often in real life are we forced to do that? When we meet new clients, when we collaborate with our colleagues, or when we are forced to react to the constant rug-pulls that seem to define the modern working world: we are improvising. Stage improvisation offers us not just a useful metaphor for this new environment, it also offers us some useful tools to tackle it with more effectiveness and ease.<\/p>\n
The \u2018Yes, and\u2019 principle is probably the main rule of improvisation that we fall back on most, and here we want to show you how you might use it to improve your business relationships too.<\/p>\n
What is the \u2018Yes, and\u2019 rule?\u00a0<\/b><\/p>\n
So, what exactly is the \u2018Yes, and\u2019 rule? On stage, we use it to efficiently build scenes together: it\u2019s all about accepting your scene partner\u2019s idea or offer and building on it.<\/p>\n
Here\u2019s a quick example of what that might look like in an improv scene:<\/p>\n
ACTOR 1:<\/b> It\u2019s been a hot summer, Jack, too hot. The damn fields are like concrete. Who\u2019d be a farmer, eh?<\/p>\n
ACTOR 2: <\/b>Aye, Ted, it\u2019s been the hottest summer I\u2019ve ever known. I\u2019m sweating in places I didn\u2019t even know I had.<\/p>\n
Not hilarious, I know! But notice how Actor 2 responded? He listened to the idea of Actor 1, surrendered whatever preconceived idea he might have had in his head about what he was going to say next, and invested in Actor 1\u2019s concept instead. So you see the words \u2018Yes, and\u2019 are less important than the intention behind them: it is a collaborative, outwardly focused mindset<\/b>. The \u2018Yes\u2019 is about showing you have listened to and understood the other person\u2019s idea; and the \u2018and\u2019 is where you add something from your perspective, skill set and body of knowledge, to build on and explore the idea further.<\/p>\n
Why is the \u2018Yes, and\u2019 Rule so Important in Business?<\/b><\/p>\n
While we obviously don\u2019t create comedy scenes at work, we have conversations all the time where we are tasked with co-creating solutions. Often though, people approach these meetings with the opposite mindset to \u2018Yes, and\u2019. They take what we would call a \u2018Yes, but\u2019 approach instead. Meaning, in the language of improvisation, they end up focusing on \u2018blocking\u2019 the other person\u2019s ideas. A colleague pitches a solution, and they respond\u2026<\/p>\n
\u2018Yes, but\u2026it\u2019s too expensive.\u2019<\/p>\n
\u2018Yes, but\u2026that is impractical.\u2019<\/p>\n
\u2018Yes, but\u2026we tried that last year and it didn\u2019t work.<\/p>\n
The word \u2018but\u2019 is a real trigger for a lot of people: it gets us into conflict. Where \u2018Yes, and\u2019 creates inclusivity<\/b>, pulling people into the conversation, \u2018Yes, but\u2019 pushes people away<\/b>, the \u2018but\u2019 eliminating everything that has come before. It often comes across as, \u2018Yes, I hear your idea, but here is something much smarter.\u2019<\/p>\n
Now, most of the time blocking behaviour comes from a good place: we aren\u2019t trying to be difficult, we just want to be rigorous. And clearly, critically analysing ideas is an important part of any creative process<\/b><\/a>. The problem comes when we take a \u2018Yes, but\u2019 approach out of mindless habit, or in order to show status (perhaps we are trying to prove our experience or knowledge) or even as a form of competitive disengagement (we respond with, \u2018Yes, but what about my idea instead?).<\/p>\n Being a great collaborator requires us to drop the idea that we always have to be the smartest person in the room. That every conversation or every brainstorm<\/b><\/a> is a competition. Being a \u2018Yes, and\u2019 sort of person is about having the mindset of trying to make the other person look good<\/b>, by suspending judgement on their ideas<\/b> long enough to find the elements in them that might be valuable. Note: it\u2019s not about the abandonment of judgement, just the temporary delaying of it.<\/p>\n Importantly, the \u2018Yes\u2019 in \u2018Yes, and\u2019 is not agreement: you don\u2019t have to think every idea you hear is a good idea. Instead, it is a commitment to exploring the perspective of others <\/b>before you push your own. As F. Scott Fitzgerald once said, \u2018The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time and still retain the ability to function.<\/i>\u2019<\/p>\n A \u2018Yes, but\u2019 mindset might make you look smart and feel safe, but it will stop you having good ideas<\/b>. The innovation<\/b><\/a> research is unambiguous here: there is a direct correlation between the volume of solutions explored and the originality of the solution found. If you want to be creative you have to think divergently – \u2018Yes, and\u2019 is the tool that can help you do so. What\u2019s more, how we respond to the ideas of others is crucial to establishing a workplace culture of psychological safety<\/b><\/a> (also vital to giving good feedback<\/b><\/a>) that research has shown defines the most innovative teams in the world.<\/p>\n Finally, think of it like this: a \u2018Yes, and\u2019 sort of person and a \u2018Yes, but\u2019 sort of person enters the room with a client. Which sort of person do you think the client is most looking forward to seeing? Who are they likely to build the strongest, most trusting relationship with? Who are they likely to recommend to others? It\u2019s the \u2018Yes, and\u2019 kinda person every single time.<\/p>\n Key Takeaways<\/b><\/p>\n The \u2018Yes, and\u2019 rule of improv offers a powerful approach to improving business relationships by fostering a collaborative and open mindset. By adopting this technique, you can shift from a defensive or competitive stance to one that encourages innovation, builds trust, and strengthens connections with colleagues and clients alike. Embracing the \u2018Yes, and\u2019 mindset not only enhances creativity and problem-solving within your team but also cultivates a workplace culture where ideas are valued and explored. Ultimately, the people who employ the \u2018Yes, and\u2019 improv technique at work are more likely to build successful, lasting business relationships that drive both personal and professional growth.<\/p>\n Max Dickins is the Company Director and co-founder of <\/b>Hoopla Business<\/b><\/a> who run improv based corporate training classes. His book, <\/b>Improvise! Use the Secrets of Improv to Achieve Extraordinary Results at Work<\/i><\/b><\/a>, delves into more improvisation tips and tricks that can improve your business relationships.\u00a0<\/b><\/p>\n\n
Conclusion<\/b><\/h3>\n