JAZZING THROUGH UNCERTAINTY: THE IMPROVISATION MINDSET AS AN INTERVENTION

Abstract

Task uncertainty—the unpredictability of task inputs, processes, and outcomes—often leads to adverse consequences, such as impaired decision-making and reduced task performance. Because uncertainty makes individuals feel like they are losing control (Matta et al., 2017), individuals usually react to it with control-maintaining strategies, such as seeking information. In the present study, I draw from arts (jazz music/improv theatre) and improvisation literature, then build on appraisal theory (Lazarus & Folkman, 1984) to propose that an improvisation mindset—an approach that involves giving up some active control—can be a counterintuitive but potentially highly effective approach to dealing with task uncertainty. Specifically, I hypothesize that an improvisation mindset (triggered by situational interventions developed in this research) can help individuals see uncertain tasks as more of a challenge and less of a hindrance, thus improving their task performance. Three main studies (and six supplemental ones) provide evidence for my hypotheses, demonstrating both the effectiveness and distinctiveness of the improvisation mindset. I discuss the contributions to the literature on uncertainty, appraisals, and improvisation at the workplace, as well as future research.