When silos are present in a company that I’ve been asked to help, one of the elements that I like to include in a multiday program is an improv Jam session. These are usually evening events—sometimes after very long days of a scheduled program—at which attendance is voluntary and the atmosphere is much looser. It’s at the Jams that we embrace some of the classic short-form improv games that people are familiar with through TV shows like Whose Line Is It Anyway?
当我被要求提供帮助的公司中出现筒仓时，我想在多日计划中包括的一个要素就是即兴果酱会议。这些通常是晚间活动，有时是在预定计划的漫长日子之后，有时是自愿参加的，气氛更加宽松。在Jams，我们收录了一些经典的即兴即兴游戏，人们通过电视节目来熟悉人们所喜欢的那些短剧，例如《谁的路线》？
Those Jams have a great value though, especially as an extension of a silobusting program. The Jam is a demonstration of people stepping up to do something without any idea of what they’re getting into, now in front of an audience of their peers! What feels like fun—because it is fun—is actually giving people a real opportunity to learn that they can operate in the unknown, can embrace the unexpected, and can benefit from the offers made by peers and collaborators.
这些Jams具有很大的价值，特别是作为Silobusting程序的扩展。Jam演示了人们在同龄人面前面前加紧行动，而对自己所从事的事情一无所知！感觉很有趣，因为它很有趣，实际上是在给人们提供一个真正的机会，让他们了解自己可以在未知的环境中工作，可以接受意外的事情并可以从同行和合作者的提议中受益。
While the Jam works as a pleasant decompression point at the end of a long day, it is also tremendously beneficial in developing all sorts of crucial intangibles that are necessary for silo busting: camaraderie, commitment, vulnerability, respect, unconditional support, heightened listening, heightened focus and observation, flexibility and fearlessness. These are precisely the things that are missing in a siloed workplace, and to have them introduced in a no-pressure, enjoyable context can actually turn this into one of the most memorable takeaways of the program. This was definitely the case in Dubai. After only one full day of improv the program participants used the Jam as a way of solidifying those first crucial, wobbly steps (that we had worked on all day) toward much better communication and company unity.
虽然Jam在漫长的一天结束时可以作为一个令人愉悦的减压点，但它对于开发筒仓破坏所需的各种关键无形资产也非常有益：友善，承诺，脆弱性，尊重，无条件支持，增强倾听，增强注意力和观察力，灵活性和无畏感。这些正是孤立的工作场所中缺少的东西，将它们引入无压力，令人愉悦的环境中实际上可以将其变成该计划最令人难忘的收获之一。迪拜绝对是这样。经过一整天的即兴创作，计划参与者将Jam用作巩固最初的关键，不稳定的步骤（我们一整天都在努力）的方法，以实现更好的沟通和公司团结。
If the lessons of “Yes, and” can get some positive spirit and communal energy behind people, as in the Jams, then morale can change for the better very quickly. The more people learn about other coworkers, other teams, and other departments, the more they feel a connection with them.10 The more they feel listened to and understood, the more they feel that they have value and will want to know about what is going on in other areas of the workplace.
如果“是”和“是”的课程能够像在《果酱》中一样在人后获得一些积极的精神和共同的能量，那么士气就会很快好转。人们对其他同事，团队和其他部门的了解越多，与他们的联系就越多。10他们越是倾听和理解，他们就越会觉得自己有价值，并且想要了解什么。在工作场所的其他地方进行。
If a few leaders set the example of open communication, it shows that “this is the way we run our business” and others will mirror and mimic that behavior. Then when more people are performing that specific behavior, the more positive peer pressure (conformity pressure) is put on other leaders to communicate what they’re doing in their departments. Once enough people feel they have permission and encouragement to communicate and once they have the tools to do so, there’s just no point in being in a silo anymore.
如果有几个领导者树立了开放式沟通的榜样，则表明“这是我们经营业务的方式”，而其他领导者将模仿并模仿这种行为。然后，当更多的人在执行特定行为时，其他领导者就承受了更大的同伴压力（合规压力），以交流他们在部门中所做的事情。一旦有足够多的人感觉到他们得到了交流的许可和鼓励，并且一旦有了实现交流的工具，那就再也没有必要成为孤岛了。
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