 Dwell, y cyfnodd yn gallu i weld ar y rhaid, y gweithio grwysau rhaid yn 4 o 7 o rhaid. Rhaid yn agape, o'r llwysgol o'r cyfrifau, rhaid yn bwysigol o'r ysgol, rhaid yn bwysigol o'r cyfrifau o'r rhaglen, o'r llwysgol, o'r llwysgol i'r ardalion, o'r ardalion, o'r llwysgol o'r llwysgol o'r rhaglen, o'r rhaglen o'r clynyddiad, a llyfr. Ac o'r rhaid, dyna'r lles y pethau sy'n ei dylun, eros, sexual, o'r ffathio'r llyfr, sy'n digwydd o'r gwleid yw'r ddisgrifennu yn ystod o'r Cywpidzaro. Ond dechrau i'r cyfnodd yn yfyrdd, oherwydd 10 ysguf, a'r cyfnodd yn gweithio y ffyrdd yn ymddangos ar y hyn o'r llyfr o'r llyfr. Ond y peth fel yma, ygebyddiaeth yn ymweld, y llai, y bwrgyn llyfrfynol, y llai'r cyflasfa� yw'r hynny, y rhyw ddim yn gallu gweithio ymarfer i petrach i'ch gil i siŵn. Ar ddiwrnod yroedd ddymiadau gyda ni wedi'u gweld o'r gweithio sydd wedi'u llun o'r collad, ydw digwydd yn gyfwynedd yma hwnnw, dyna hwnnw gweld i ni wedi'u gweld o'r amser. Mae hyn yn ei ddweud felly rhan o'r llwynt o markydg ar y miadau, y gallwch newydd mewn ddweudio o'i sgwch gyd i'w wneud. Mae'r ysgol fydd yma yn fawr i'r breakartai a yw'r qurwys i ni'n gweithio i ddudio'r wnaeth ei wneud i ni'n gwneud. Loedau'r wneud i'w ddweudio ar y prydau yn ymdodol? Met bwysig eich lidio a bwysig'r llwll, ei wneud i'r llwll ddweudio ymdodol a oeddaith yn ymdodol, beth mae gael rhaid i'n gweithio, We all know the relationships where one tries to change the other doesn't really work. And yet, as applied improvisers, we're asked to go into organisations specifically to bring about change. To go in and use the power of the six kinds of love that we've learnt to embody and wield it to bring about change because somebody's not happy with the way things are. And I've been puzzling with this dilemma. And I think I might have found a solution to it. My life partner is a Gestalt-psychotherapist. And she introduced me to the paradoxical theory of change. It's outlined in a paper written in 1970 by Arnold Beiser. And he postulates that you can't... Well, this is what he says. Change occurs when one becomes what he is, not when he tries to become what he is not. Now, he was writing in the 70s when people were less concerned about pronouns. So we'll just render this into something more acceptable for today. Change occurs when one becomes what one is, not when one tries to become what one is not. What he was saying is you can't bring about change in yourself or somebody else through willpower, manipulation or coercion. He says, change comes about when you invest the time, the effort and the energy to truly become what you already are, to recognise your true inner self and the circumstances that you are in. Or what we applied improvisers would call saying a big yes to the current reality. Up to that point, he's been talking about personal and individual change in therapy. Sorry, I left out this bit. He says it's only by rejecting the role of change agent we actually make meaningful and orderly change possible. But he then goes on to say that he believes that this same change theory applies not only to individuals but to social systems. And social systems, of course, is exactly what we applied improvisers deal in. And he says he divides the process up into three stages of bringing about paradoxical organisational change. Step one, he says, it requires, and this is his language, that the system become conscious of alienated fragments within and without. Which I take to mean some bits of the company aren't playing nicely with other bits. How do we bring about that realisation? Well, in a first applied improv session, I will play some silly games that are fun, but with careful debrief and gentle facilitation and lack of blame can start to surface some of the behaviours that get in the way of good teamwork. Behaviours including not necessarily limited to refusing to participate, ridiculing others, ego protection, caution through fear, over caution through fear, long pauses while seeking perfection, wanting to dominate or control others, wanting to win and make everybody else a loser. I'm sure we've all seen these behaviours when we've applied improv games. With conversation, with facilitation, you can gradually get people to realise that some of these behaviours also manifest in the company itself and has an impact. I was working last week with a bunch of civil servants who are not the easiest people necessarily. And one guy who was quite high up in his department, every time we played a game, he wanted to stop it, clarify the rules, check what the outcomes we were seeking was for, ask me to be more specific, why are we doing this? And later on, when I invited them to, I asked him the question, what have you noticed in yourself through the playing of these games? He went, I think I'm quite picky. Which I thought was a brilliant revelation, a great bit of self-insights. Stage two then says, Beza, that the fragmentation is accepted as a legitimate outgrowth of a functional need. That's his language again. What I think, say, is whatever's going on isn't happening by accident. There's a reason for these behaviours. And again from Gestalt, I've learnt a term creative adjustment, which refers to the strategies we learn to thrive and survive in the environment that we find ourselves in, usually as a child. So a child perhaps who has tantrums and is punished for having tantrums might learn in future life never to express emotion, even if that's not helpful as they grow up. And so likewise in an organisation, an employee perhaps who has shortcut a bit of company procedure to help a colleague or a customer might get punished for that and decide from then on that they're going to rigidly follow policy, they're going to rigidly follow protocol, no matter what the cost for good will or the company. And again through conversation and facilitation we can start to acknowledge that the company culture itself might start bringing about some of these behaviours. And my picky civil servant said, it's not just me, actually my whole department are picky. As soon as somebody has an idea or has a presentation, we all just try and poke as many holes in it as we can as quickly as possible. I think everyone's just trying to prove how clever they are. And then the third stage is again Beze. This leads to communication with other subsystems and facilitates an integrated harmonious development of the whole system. Or as I like to say, an honest, open, organisation-wide conversation about the reality of the current situation. Or possibly a big yes to what's going on. And only then says, Beze, can the company start to recognise its true self, what's really going on, and that's when change might start to happen. He offers us even more. He says, and this is a long one, confronted with a pluralistic, multifaceted changing system, we must find an approach to... I'm going to read this off the... to move dynamically and flexibly with the times while still maintaining some central gyroscope to guide us. Which I've translated as, organisations like people need to be grounded but flexible, well-organised but responsive to the fast-changing world we find ourselves in. And I know of nothing better to teach that kind of flexibility than applied improvisation. With our core values of staying in the present, saying yes, responding with our authentic selves, recognising the value of group mind. I think it's a matchless tool for bringing about change, the kind of paradoxical change that Beze is talking about where we embrace what's already there and build upon it. I love that. I actually love it six different ways. If you want to talk to me more about it, come and find me later. Thank you very much.