When EE is put into action as taught and practiced, there will be noticeable changes in your staff.

Staff who are comfortable with unconventional thinking tend to solve problems more creatively and innovate in product or service development.


Staff have improved problem-solving skills to address workplace issues.

Staff have increased awareness and appreciation of others.

Their motivation and enthusiasm of staff is heightened.


Camaraderie between staff grows.

Staff find it easier to respect and trust each other.


We’re going to be obvious here. Poor employee engagement (EE) poses significant challenges for everyone at work. Disengaged employees often exhibit a lack of enthusiasm and commitment, leading to decreased productivity and innovation. This disconnection not only hampers individual performance but also affects team dynamics, resulting in poor collaboration and communication. For the organisation as a whole, this translates into higher turnover rates, lower customer satisfaction, and ultimately, diminished profitability and competitive edge. Leaders in such environments face uphill battles in just motivating their teams, nevermind aligning them with organisational goals.

And even so, after decades of research, its’ high importance in the workplace and hundreds of trademarked processes, EE continues to be a persistent challenge for a significant number of businesses year after year. This raises the question: why does this disconnect exist? Rebooter Group suggests that while mechanical/tech processes lend themselves to straightforward efficiency measures and quick revisions, human processes present more complex challenges. Expert intervention is often needed (even if it is just HR), and the inherently unpredictable nature of human behavior complicates matters further, and these issues are frequently relegated to the ‘too hard basket’. So, what exists that is accessible and has shown to be effective for tackling these challenges?

Rebooter Group’s Human Intelligence Programs has chosen the Applied Improvisation Methodology (AIM) to be an effective solution to transforming the workplace culture. AIM fosters trust and solutions-focus among team members, which creates a more cohesive, connected and collaborative work environment that can give employees the skills to address workplace challenges more efficiently and creatively. AIM also significantly enhances awareness and appreciation of others’ perspectives and skills, which creates sustainable relationships, which is the backbone behind great EE.

Moreover, AIM ignites enthusiasm among employees and breaks down the blocks between colleagues through engaging and interactive techniques that make the workplace more dynamic and enjoyable with great camaraderie within the teams. This camaraderie encourages teamwork, mutual support and belonging.

Employees now feel valued, heard, and empowered. And in return, they reciprocate with increased job satisfaction, higher levels of engagement, and improved overall performance. In turn, this positive change benefits the organisation by enhancing productivity, innovation, customer satisfaction, and ultimately, the organisation’s long-term health and performance.

By incorporating AIM principles into the workplace, organisations can effectively turn the tide on employee disengagement.

Francesca Gino, an associate professor at Harvard Business School, wrote, “In my academic research, I’ve looked at many different types of teams, at a wide variety of organizations all over the world. The group that communicated best, with everyone contributing and learning, wasn’t in a corporate office park; it was in an Improv comedy class.

Theodore Klein (20/12/2022), ‘Reengaging Employees To Improve Performance’, Training Industry’, https://trainingindustry.com/articles/performance-management/reengaging-employees-to-improve-performance/


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