Theatrical Intervention for Managing Change in a Large Work system: Challenges to Unlearn Dr. Nagendra P Singh
Nagendra P. Singh
Leadership Coach , Organisation Process Mentor, Prolific Author and Versatile Trainer, Has won several awards and laurels in his academic and professional excellence journey
-?????‘’All the world is a stage,
And all the men and women are players;
They have their exits and their entrances;
And one man in his time plays many parts ’’--- ??? W. Shakespeare
??This popular quote comes from William Shakespeare, a foundational figure in the global theatre scene who significantly contributed to social change in Europe during the late 16th century. While I cannot be certain that he intended to create such a monumental transformation, he crafted his works based on his beliefs and conveyed them to the masses through his plays. "The Merchant of Venice," which he wrote as a playwright, acted in, and directed, played a crucial role in sowing the seeds of cultural change in Germany. During Shakespeare's time, Jews were known as the prominent business class, garnering significant economic power across many European nations, despite facing widespread hatred from Christians. This economic dynamic eventually contributed to the rise of the Nazi regime, which sought to alienate and eliminate Jews from Germany. The onset of World War II had profound implications for the social message inherent in Shakespeare's work, such as the idea of taking "a pound of flesh" to reclaim money—a reflection of the harsh realities faced by businessmen during that era. This ultimately marked the conclusion of the pre-"Great Nations Alliance" period leading into the war. Shakespeare's artistic expression through theatre showcased his dedication to combining creativity with impactful social commentary. Many individuals, however, have struggled to harness their creativity in ways that foster significant change. Although monarchies were dismantled in various parts of the world, Karl Marx entered the scene with a vision of promoting social equality. His ideas lost traction after the collapse of the Soviet Union, yet China continues to play a significant role in maintaining its influence in the Asian region. Change does not occur spontaneously; it results from the actions of key individuals who are committed to their roles—actors of the time who exhibit passion and conviction. Gandhi, for instance, emerged as a freedom fighter, drawing from his experiences in South Africa. He played his role effectively, but it is important to acknowledge the many others—both visible and behind the scenes—who contribute to social and organizational change. This write-up is a reflection of my passion for theatre and its connection to the process of change within organizations. I have seen many Hindi Plays on North Indian stage that have touched the core of the audience's heart and people have undergone radical change impacting their families, surroundings and society at large.
Theatre and Attributes of Organization Actor?
Theatre serves as a powerful social tool to convey messages about the potential for change within large systems. However, many organizations rarely utilize it effectively. Some may incorporate theatre for novelty but do so with half-hearted intent. Others mix it with uninspired backend work. Yet, a few modern organizations in India are beginning to experiment with theatrical methods. The message is clear: if you have taken on a role, you must act to earn recognition from the public. More importantly, you should take pride in having done your best. A good actor is aware of their shortcomings and mistakes on stage. They never become complacent about their commitment and performance. Within every organization, there are good actors, poor actors, and reluctant actors. However, it is always possible to find a few truly effective actors who are ready to give their best. Here are some tips to become the best actor in your organization:
1. The stage in the organization is always set for your performance, unlike a public gallery display. However, there are critical moments of urgency when you must seize the opportunity to shine.
2. A script should be created and developed in preparation for the final scene. No matter how small or trivial a role may seem, embrace it fully and play the character with seriousness. Shakespeare wrote in his poem
“The Phoenix and the Turtle”: "From this session interdict Every fowl of tyrant wing, Save the eagle, feathered king; Keep the obsequy so strict."
Managers should learn to acquire skills over time through this theatrical approach. The following interventions can empower managers and enhance their leadership abilities: - Communicability and team spirit - Creative problem-solving abilities - Effective delivery methods - Motivation and commitment - Willingness to work cooperatively - Time-budgeting skills - Adaptability and flexibility - Leadership skills for managing change - Incremental self-confidence Challenges arise from the integration of role, person, and organization. The role may differ from the individual, and the context in which the role is performed can lead to conflicting expectations. To achieve success, one must learn to integrate these aspects. The best actors receive applause from their audience, and in this case, the organization becomes synonymous with the gallery of applause. I conducted my experiment with this design during my OD workshop as a facilitator. It was an incredible experience for both me and the group, although it does require time. The 'alter ego' therapeutic work, along with immersive experiences in the Mahabharata and Ramayana workshops, has been very popular. I utilized my facilitative skills to enhance human process learning in these sessions
?Introspective & Reflective Learning:?
One of the most important relationships an actor will ever have is the one they have with their self. Actors must be constantly learning about themselves and trying to understand more about who they are as a person. ?Actors have to constantly be assessing themselves as people, trying to improve, as well as get closer to who they really are. Another way to get closer to this truth is by constant exercise through meditation, mentors, relaxation, visualization, and classes.
?Eager to Explore: ?
“It’s not that you have to possess every single one of these qualities to be a good actor, but it just seems that in the makeup of actors, often you’ll see, at least some, of these qualities, interests, and personality types. While a lot of these qualities are essential to great performance, they can be improved. Great acting happens when both the inner and outer self are portrayed at the same time (sometimes conflicting one another), So get in touch with yourself, reach deep into your emotions, and continue to discover more about yourself and more about your character in the process.”
?Highly Imaginative:?
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This is obviously one of the biggest and most important traits that make great actors. ?Sure there is a large component of acting that will require you to take?emotion and realities from your own life into your acting world, but you won’t always have those resources at your disposal. ?Sometimes you have to completely plant yourself in alternate realities that encompass absolutely nothing from the world you know. This is where your imagination will take over. ?Most actors have wild and vivid imaginations and have a real fostered connection with their imaginations.
?Energy, Energy, Energy:?
They know when to release bursts of energy, as well as when to bottle the energy up because their character is holding something back on the surface, but on the inside they’re exploding. So it’s so important that actors know how to move the energy in their body around to help guide and emphasis their performance. ?Also, it’s important to note that not all energy is going to be emotionally expressive.
?Challenges of handling change in Large work system?
There are so many changes in the large organization, especially in the hierarchy or large working system, the few points of maintaining the large working system –
?? Establishing a Sense of Urgency
?Large social system diagnosing goals – Before starting, we need to be clear about the goal change, for this we can put these questions -?
·?????? Do the goals and objectives for the proposed change program match the organization’s vision?? Does the implementation strategy match the objectives for the proposed change program?? Does the implementation process match the organization’s culture? Does the organization have the time and the financial, human and technical resources to successfully implement the change program? Is there likely to be support or resistance from employees and other stakeholders to the proposed change?
?Change involves moving from the known to the unknown, because the future is uncertain, and may adversely affect people competencies, worth and coping abilities, organizational members generally do not support change, unless compelling reasons convince them otherwise.? Similarly, organizations tend to be heavily invested in the status quo, and they resist changing it in the face of certain losses, uncertain future benefits or perceived personal benefits. Consequently, a key issue in planning for action is how to motivate commitment to organizational change, such as Business Reengineering. This requires management attention to two related tasks:?
Change Management focuses on these two tasks by proposing, designing and subsequently executing effective interventions at individual, group, organizational and environmental levels. It should not be overlooked, though, that the environment is often more powerful than the organization itself, while the psyche, the most personal category, is too deep-seated to respond to external change initiatives.
Do the goals and objectives for the proposed change program match the organization’s vision? Does the implementation strategy align with the objectives? Is there support or resistance from employees?
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