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Corporate improv training is becoming a popular and effective method for enhancing a host of workplace skills such as leadership, communication, problem solving, collaboration, and adaptation. However, there is a lack of empirical research looking at the cognitive impacts of improv training in the workplace. As such, I am proposing to conduct a twelve-week improv training program with a targeted group of Vancity employees, with two specific objectives in mind. First, using measures of actual workplace performance, I want to determine whether these positive claims regarding improv training are indeed valid. Second, using basic assessments of cognitive functioning, I want to identify the potential underlying means by which improv training can in fact facilitate workplace performance. I hypothesize that posttraining: 1) employees will show improvement on cognitive measures of flexibility such as adaptation to change and creativity, and 2) both employees and managers will report positive changes in workplace performance.
University of British Columbia
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