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by DanHulton
4687 days ago
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This feels a lot like John Cleese's advice on creativity within teams: You need to be surrounded by people who will build on ideas with you, not people who will lead with "no". The moment you have a person in the room with you who will shoot you down on an idea, trust falters and creativity dies. Honestly, I've thought a lot lately about how I argue, and I find I get a lot more accomplished when I lead with "Yes, and". I feel like I should have taken drama instead of band when I was younger and I'd have reached this point sooner. |
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https://en.wikipedia.org/wiki/Improvisational_theatre#Applyi...
Basically you must accept the reality your scene partners put forth and build on it. Otherwise you end up with a confused, amorphous environment with no clear direction.
Improv theatre still needs tension and conflict to emerge. This comes out of the structure of the scene spontaneously. It could be some kind of repetition, pattern, contradiction, physical motion, etc. Ideally, the players don't just rehash old games but are eager to make a new, unusual play.
"Unusual" in this sense relates to the context of the world you're playing in. In a scene, it's not unusual for a coven of witches to kidnap children and boil them in a brew. But it could be unusual for a scientist to discover that brew has miraculous healing properties and to publish the results in Nature. This could be humorous to an audience, because normally there's absolutely no legitimate utilitarian imperative to mix children into a brew.
There are more interesting ideas in improv that relate to politics/business. I recommend anyone interested check out Impro For Storytellers by Keith Johnstone.
http://appliedimprov.ning.com/profiles/blogs/7-keith-johnsto...