Quickly and Fluidly Adapting to Changing Circumstances....Improvising?
Hey folks,
So...due to low attendance, I have decided to cancel this class and try again next session. I really appreciate the folks who came out and I'm sorry to have to do this, but we really need at least 5 or 6 people for this class to work properly.
I'm confident that next session will be about 1000% better, though. I will be a bit more on the ball about things (including knowing how to email the class, something of marginal importance!) and we'll all have more time to get ready and make room in our schedules.
In the mean time, if you just can't wait until February for a taste of Improv, there are several local theaters with excellent (and pretty reasonably priced) improv shows. Brave New Workshop and ComedySportz are two favorites, but I'm sure there are others as well.
Additionally, I would recommend the book Truth in Comedy. It is hands-down the best book about improvisation out there and I draw most of my lessons, games, and theory from there. It's not required for the class, obviously, but it's enormously helpful.
Thanks to everyone who signed up for this class and a double thanks to everyone who actually showed up for it. Stay sane, stay warm, and I'll see you in February!
Adam
Comments
After an extensive four-year
After an extensive four-year study of the system in more than 40 plants, the authors came to understand that at Toyota it's the very rigidity of the operations that makes the flexibility possible. That's because the company's operations can ccsp be seen as a continuous series of controlled experiments. Whenever Toyota defines a specification, it is establishing a hypothesis that is then tested through action. This approach — th network+ questions scientific method—is not imposed on workers, it's ingrained in them. And it stimulates them to engage in the kind of experimentation that is widely recognized as the cornerstone of a learning organization.he Toyota Production System grew out of the workings of the company over 50 years, and it has cissp questions never actually been written down. Making the implicit explicit, the authors lay out four principles that show how Toyota sets up all its operations as experiments and teaches the scientific method to its workers. The first rule governs the way workers do their work. The second, the way they interact with one another. The third governs how production lines are constructed.
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