Improvisational theatre and change management in organizations: the firm confronted to the risk of personal development

Abstract

The practice in firms of improvisational
theater as a personal development technique based
on manipulation generates a number of risks for
the individual who are trained and for the organization. The prevention of these risks depends on
the ethical framework to which the improvisational
theatre coach refers when he conceives and runs
his program. Some professional coaches deny their
responsibility whereas others develop mediation
mechanisms in order to protect the individuals and
the firm. Finally, this work asks whether manipulation
techniques of personal development are compatible
with the evaluation and control process in firms