課堂講稿

1

緒論和概覽：即興創作的基本原則

Introduction and Overview: Fundamentals of Improvisation

什麼是即興創作？

What is Improvisation?

a) 歷史

a) History

b) 方法

b) Methods

課程概覽

Overview of Course

回顧閱讀材料《原色》――如何通過「閱讀聽眾」來從「經理人」中區分出「領導者」――即 興創作如何幫助你理解。

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

課程目標

Course Objectives

a) 不是為了變得風趣

a) Not to be funny

b) 理解領導力並實踐，使之成為反應

b) Understand and experience leadership as reacting

c) 學習在領導狀態下我們的定位：什麼有用，什麼效果差一點兒，我們個人的警告信號－當我們反 應不佳的時候？

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) 冒險：只有冒險的人才可能成為真正的領導者

d) Take Risks: Only people that take risks can become true leaders

e) 不要太敏感――學習怎樣公開地分享回饋意見

e) Lose your sensitivity - learn how to openly share feedback

方法論

Methodology

a)「即興的十條規則」

a) "10 Rules of Improv"

b) 這些規則之所以存在，以及我們為什麼必須遵從這些規則，來控制我們的反應

b) Why these rules exist and how we must follow them to master reacting

c) 理解即興創作是怎麼起作用的

c) Understanding how improvisation works

d) 團隊合作的含意-商業方面=共同工作

d) Teamwork implications - how business = working together

(PDF)

2

即興創作的方法論（續）

Improvisation Methodology (cont.)

3

緒論和即興創作的基本原則學習（續）

Introduction and Learning Fundamentals of Improvisation (cont.)

開始理解如何閱讀你的聽眾+把人爭取過來

Begin understanding how to read your audience + win people over

瞭解你自己－領導的「情緒商數」(Goldman Article)

Learning about yourself - Leader's 'EQ' (Goldman Article)

a) 你對自己瞭解多少：1、缺陷，目標，等，2、你需要如何提升或管理你自己

a) What have you learned about yourself: 1. pitfalls, goals, etc, and 2. what you need to develop or manage in yourself

b) 工作環境

b) Workplace environments

c) 探索不同的簡單情境

c) Exploring different simple scenarios

(PDF)

4

基於即興創作的領導力學習緒論

Introduction of Leadership Learning from Improvisation

不是新的觀念－「傾聽人們」文章

Not New Ideas - "Listening to People" Article

在MBA（工商管理碩士）生活中應用即興創作

Applying Improvisation to MBA Life

5

工作場所的設定和「成為領導者」

Workplace Scenarios and 'Being the Leader'

開始關於領導力的討論－MIT史隆管理學院的領導力模型

Begin Discussion of leadership - Leadership Model at MIT Sloan

即興創作的工具創造通往贏得領導力技能與特質之途徑的原因。

Why improvisation tools create a path to gaining skills and attributes of leadership

領導力與即興創作探索模組

Leadership and Improvisation Exploration Modules

模組 1：發明

Module 1: Inventing

a) 作為創造力的培育者的領導：創造力？如何使用即興創作來管理一個創造性的流程－同時瞭解為什 麼有效

a) The Leader as Creativity Cultivator: Creativity? How to manage a creative process using improvisation - and learn why it's effective

6

領導力的狀況－即興的理解

Leadership Situations - Improvisational Understanding

模組 2：建立敏感意識

Module 2: Sensemaking

a) 領導並控制狀況：面談－瞭解不同狀況下「誰握有權力」的影響和如何處理

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) 領導深入傳達他／她的信息：專家答疑－不管會面對什麼問題和會碰到什麼樣的未知想法，都深 入地使用老練的講話概念來傳達你的資訊。

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

公開演講和網路流覽－即興如何確定領導力的藍圖

Public Speaking and Networking Exploration - How Improvising Determines Leadership Portrayed

閱讀聽眾：歡迎聽眾 vs 敵視聽眾

Reading Audiences: Welcome Audience vs. Hostile Audience

領導力模型（續）

Leadership Model (cont.)

模組 3：願景

Module 3: Visioning

a) 專家型領導：老練的談話技巧――探索如何「扮演」好像你就是專家；利用信心和你的已有經驗 來幫你貫徹在不同的狀況。

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

(PDF)

8

領導力中的網路的建立+ 與人相處的技巧

Networking + People Skills in Leadership

模組 4：關係

Module 4: Relating

a) 領導作為有效的網路建立著：1、網路建立的設定「約會遊戲」－學習閱讀肢體語言，以及如何把 人爭取過來，2、雞尾酒會101－在困難和有挑戰性的狀況下使用這些規則

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) 領導作為有說服力的銷售人員：如何「反應」－不同的歡迎 對 不歡迎特徵及如何恰當的處理， 總是朝著你的個人目標移動

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

c) 平易近人的領導：相聲101……－講笑話的藝術，何時何地使用？為什麼這樣類型的角色和技巧對 領導力的狀況有幫助？什麼時間不行？

c) 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?

(PDF)

9

即興的CEO

The Improvising CEO

S綜合領導技術+對不同領導力設定的經驗：推銷新的商業，投資者切入，激勵員工，小組座談 ，討論會上的嘉賓發言，會議或者即興的網路建立，召開董事會議，新資訊發佈／公司更新的切入

ynthesizing 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

領導力模型：全部試用

Leadership Model: Tying it All Together

理解作為CEO的你是誰（建立你自己的「特殊簽名」）

Understand Who You are as a CEO (Building Your Own 'Change Signature')

學習什麼是有用的

Learning What Works

學習如何提升／定義「作為CEO的你」

Learn how to Improve/Define 'You as a CEO'

a) 「領導者渴望的特質」是什麼

a) What are 'leader desired attributes'

b) 試用不同的領導力「性格」

b) Trying on different leadership 'characterizations'

c) 反應如何不同

c) How the reactions vary

(PDF)

10

最後的理解-即興創作的領導力+突出你保持控制：保持領導者的角色

Final Understanding - Improvisational Leadership + Projecting YOU Staying in Control: Keeping the Leader's Persona

銷售－平易近人／有說服力的銷售

Salesman - Approachable/Persuasive Salesman

新聞發佈會－有說服力的銷售／進一步傳達他／她的信息

Press Conference - Persuasive Salesman/Furthering His/Her Message

董事會議－控制局面／專家／網路建立／平易近人

Board Meetings - Controlling the Situation/ Expert/ Networker/ Approachable

VC切入－控制局面／專家／網路建立／平易近人

VC Pitches - Controlling the Situation/ Expert/ Networker/ Approachable

(PDF)

11

小組演講：期末演講和復習

Group Presentations: Final Presentations and Review

a) 你，領導者，即興演講者

a) You, the Leader, The Improviser…

b) 不單要知道如何做事，還要知道你是誰

b) Understanding of not only how to do things but who you are

c) 瞭解各種情況下突出誰，突出什麼事

c) Learning to develop who and what you to project in any situation

d) 將你要向聽眾塑造的形象傳遞出去

d) Takeaways of how to implement the image you want to convey

12

總結

Wrapping it Up

理解如何在MIT史隆管理學院及以外，應用這個即興領導的架構

Understanding how to use this framework for improvisation in leadership at MIT Sloan and beyond