How improvisational theatre can contribute to resilient organisations

23 February 2026 Research news item

Becoming more sustainable, digitising, dealing with staff shortages: organisations today face all kinds of challenges that require them to move with the times. But that is easier said than done. Management researcher Tina Miedtank explains what organisations need to take into account and what improvisational theatre has to do with it. “Sometimes it's okay to be a little more playful.”

The world is changing rapidly, sometimes even faster than we can keep up with. How do companies deal with this and, more specifically, how do they manage to keep innovating? “Structural changes can be extremely difficult, both for individuals and for organisations,” begins Miedtank, assistant professor of Strategic Human Resource Management at Radboud University. “As an organisation, you not only have to deal with developments in the world, ranging from labour market shortages to stricter sustainability rules, but also with the people within your organisation and the extent to which they are willing to go along with certain changes.”

As an organisation, and more specifically as a manager within an organisation, it takes a great deal of tact to implement changes in the right way. ‘You can't just overhaul all kinds of business processes simply because society demands it. You also have to listen to your employees,’ explains Miedtank. “Certainly in larger organisations, there will be multiple opinions: one department or branch may be enthusiastic, while another may have reservations. You not only need to be very aware of what opinions exist, but also how strong those opinions are within the organisation to be able to assess what people will think of the change.”

Appeasing

Miedtank gives an example: 'Suppose an international organisation wants to implement the same system at every branch to enter certain information. But some of the branches already have a very good method for entering that information. How do you get them on board with your plan? For example, by appeasing them, telling them that working with the new system will be as good everywhere as it is at their branch and that the system may help to make their work even better.' Miedtank emphasises that, unfortunately, there is no blueprint for getting everyone on board with such changes. “That really takes skill.”

According to Miedtank, the trick is to think paradoxically. Don't choose between two extremes of a dilemma, such as stability or change, but learn to deal with tensions, such as seeking a degree of certainty while embracing uncertainty. “For me personally, this way of thinking recognises that we don't have to choose one over the other, but that we can make better-informed decisions and develop better solutions by working with these tensions.”

Why so serious?

In her research and teaching, Miedtank examines how leaders and organisations can successfully deal with today's challenges while remaining resilient and flexible. Improvisational theatre is playing an increasingly important role in that research. For example, Miedtank is investigating the extent to which it can contribute to the personal and professional skills of students and professionals.

“I was introduced to improvisational theatre by a colleague. What initially seemed far outside my field of expertise and also outside my comfort zone turned out to be a powerful tool for my personal development.” Improvisation requires, among other things, that you are present in the moment, listen carefully and accept what comes up. Miedtank: “These are precisely the skills that are often cited as essential for effective leadership.”

Miedtank's interest in improvisational theatre as a tool for leaders and organisations is in line with her vision that we should create more space for light-heartedness in our work. 'We lack a playful character in our work. We are not just our heads, but also bodies full of emotions and experiences. By giving play and improvisation a place, you can, for example, ensure that discussions and meetings feel a little less serious and heavy. I believe it can contribute to people's flexibility and resilience. And it is precisely these qualities that come in handy as a leader of an organisation in a rapidly changing world."

Future Forward

Tina Miedtank is one of the speakers at the Future Forward Knowledge Event on 11 March. During this event, you will discover how you and your organisation can shape the future.

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Organizational unit: Nijmegen School of Management, Institute for Management Research
Theme: Innovation, Management