You might wonder why we prefer the illusion of control to the reality of influence – even after we’ve realised just how illusory our sense of control may be.
Acting as if we or our leaders have control offers us a sense of completion. It creates a feeling of ‘job done’.
- The plan is set
- The decision is made
- The outcome is assumed
It also plays to our necessary laziness as humans. If I’m in control, I can pay less attention – an appealing prospect in a complex world. Whereas accepting our more realistic role of Influencers means we now have to:
- Stay alert
- Keep adjusting
- Respond skilfully to what’s actually happening
And that’s harder work. As an improviser, I know that each rewarding day can be pretty taxing.
In theatrical improv, the futility of trying to control everything shows up very quickly. Newer players often try to steer scenes:
- Introduce their idea
- Hold onto it no matter what
- Insist on pushing it through
The result is conflict with other performers and scenes that go nowhere.
More experienced players:
- Accept what’s there
- Add something that fits
- Let go of their own ideas if they hear something more promising from a colleague
It’s a more effective – and enjoyable – way of creating scenes that develop and flourish.
Away from the stage, we can apply the same switch in outlook to reduce our desire for clear plans, strong statements and decisive positioning. These are the appearances of control produced by so many organisational systems. And instead we can give more attention to growing our influence – by shaping conversations, building alignment and adapting in real time.
Control promises simplicity. Influence delivers movement.
If this shift from control to influence resonates, our upcoming Improv in 6 Acts course offers a practical way to explore it. Through simple, engaging exercises, we’ll build the awareness, flexibility and confidence to respond in the moment and move things forward with others. Not by having the perfect plan – but by getting better at what happens next.
