Organizational Learning From Hidden Improvisation

Research has identified improvisation as a creative and open activity that can be harnessed to encourage innovation learning within the organization. In this paper, we present covert phenomenon, occurring in climate of mistrust fear censure, disconnected with wider organizational learning. Drawing on qualitative evidence Fire Service United Kingdom, explore hidden improvisation, identify conditions processes connect these local deviations We show while most improvisations remain contained avoid scrutiny, certain frequency, connectedness scale escalate events become more visible supervisors managers. The outcomes from will then depend management’s interpretation, evaluation translation improvising behaviours. Dependent prior relationships trust credibility, middle management perform key brokering role process, connecting previously systems structures.