Originating in the field of theatre and performance, improvisation approaches problems on the basis of common sense, by finding most intuitive and obvious solutions. In a way improvisation could be seen as the polar opposite of strategic foresight, which focuses on in-depth research and analysis, forecasting, risk assessment and careful planning. If improvisation is a dive in the deep, strategic foresight is like carefully dipping a toe in the water and a slow, step-by-step acclimatisation to prevent unwanted shocks. Improvisation relies on spontaneity and synchronicity to resolve uncertainty on the spot. In fact, British dramatist Keith Johnstone warns that we 'mustn't try to control the future or to win'; instead, we need to empty our heads and improve our skills of observation.
Johnstone wrote that Bertold Brecht trained his actors to think on their feet by suggesting that 'we should agree to discuss nothing that could be acted out'. Similarly, in futuring (and especially the emerging field of experiential futures) the idea is to move as quickly as possible from data, words and abstract concepts to action in the present. Improv experiences can provide an insight into our reactions to different possible futures before they begin to unfold – on not just intellectual but also conversational, somatic and interpersonal levels. Abstract data and information become knowledge (and eventually wisdom) through direct experience. In the words of Jose Ramos, 'knowledge about the future shouldn’t be an overly abstract concept lacking relevance, but rather an inspirational call to action with traction' (from action foresight).
There are many principles and rules of improvisation, so we'll go ahead and improvise another set, this time one that is particularly relevant to the participatory futuring processes: