Kurt Lewin (1890–1947), a leading psychologist of his generation known for field theory and the theory of group dynamics, provided the foundations of organizational development, which began to gain traction in the 1950s. According to the Cambridge Business Dictionary, “organizational development” (OD) today is defined as “the process of making a large company or organization more effective, for example, by giving employees the skills they need to develop and to deal with new situations or markets.” In 1971, OD was defined as “an educational strategy employing experienced-based behavior in order to achieve a self-renewing organization,” and the goals were:

庫爾特·劉溫（1890-1947）酗失，他那一代的主要心理學(xué)家编检，以場論和群體動(dòng)力學(xué)理論而聞名奕坟，他為組織發(fā)展提供了基礎(chǔ)矮湘，并在20世紀(jì)50年代開始獲得吸引力脑蠕。根據(jù)《劍橋商業(yè)詞典》，如今的“組織發(fā)展”(OD)被定義為“使一個(gè)大公司或組織更有效的過程屎债，例如噪舀，通過給予員工發(fā)展和處理新情況或市場所需的技能『咎剑” 1971年冈钦，od 被定義為“一種以經(jīng)驗(yàn)為基礎(chǔ)的行為來實(shí)現(xiàn)自我更新的組織的教育策略” ，其目標(biāo)是:

Creating an open, problem-solving climate; supplementing the authority of status with that of competence; building trust; reducing inappropriate competition and fostering collaboration; developing reward systems which recognize both organizational and individual goals; locating decision-making and problem-solving responsibilities close to the information sources; increasing the sense of “ownership” of the organization and its objectives; and increasing self-control and self-direction for organizational members. (Kegan 1971: 456)

創(chuàng)造開放李请、解決問題的環(huán)境瞧筛；用能力補(bǔ)充地位權(quán)威；建立信任导盅；減少不適當(dāng)?shù)母偁幒痛龠M(jìn)合作较幌；發(fā)展承認(rèn)組織和個(gè)人目標(biāo)的獎(jiǎng)勵(lì)系統(tǒng)；使決策和解決問題的責(zé)任靠近信息來源白翻；增加組織及其目標(biāo)的“所有權(quán)”意識(shí)乍炉；增加組織成員的自我控制和自治。（凱根語，1971年：456年）

In our research, we have yet to find evidence of improvisational theatre?processes specifically applied to OD programs in the 1960s through the late 1980s to meet these goals. However, we’d like to point out how most of the goals outlined above are analogous to the goals of AI. Consequently, we are somewhat surprised that early workers in OD, a field that is rooted in behavioral science, did not see the connection to improvisation as had others mentioned earlier working in disciplines of psychology and sociology.

在我們的研究中岛琼，我們還沒有找到在20世紀(jì)60年代到80年代后期的證據(jù)來達(dá)到這些目標(biāo)底循。但是，我們想指出衷恭，上述概述的大多數(shù)目標(biāo)與人工智能的目標(biāo)有何相似。因此纯续，我們有點(diǎn)驚訝的是随珠，植根于行為科學(xué)領(lǐng)域的早期工作者沒有像早期在心理學(xué)和社會(huì)學(xué)學(xué)科工作的其他人那樣看到與即興創(chuàng)作的聯(lián)系。

By the 1990s, we know that organizations were welcoming improvisation into their training. Several of our authors, in fact, began their AI work at this time.9 Still, as Dusya Vera and Mary Crossan (2005: 203) discovered, while conducting research on improvisation training for innovative performance in teams, “l(fā)imited theoretical work is available on what it takes to develop this skill. Also, there is a lack of empirical evidence supporting the success of any improvisational training effort.”” In 2007, Keith Sawyer wrote that we are now in a “culture of collaborative organization ... based on flexibility, connection, [and] conversation” in which “improvised innovation is standard business practice” (156). So why was there and why is there still a dearth of theoretical and empirical research on improvisation integrated into OD strategies? Why is OD so late to the AI party? Over the past decade, a handful of distinguished authors have published significant monographs that point to the relevance of improvisation practice to spontaneous decision-making, to marketing and sales, to communication, to structuring of organizations, and to collaborative creation and innovation.10

到了20世紀(jì)90年代猬错，我們知道各組織都?xì)g迎即興創(chuàng)作來接受他們的培訓(xùn)窗看。事實(shí)上，我們的幾位作者就在此時(shí)開始了他們的人工智能工作倦炒。9和DusyaVera和MaraCrossan（2005：203）在為團(tuán)隊(duì)創(chuàng)新表現(xiàn)進(jìn)行即興創(chuàng)作訓(xùn)練的研究中發(fā)現(xiàn)显沈，“發(fā)展這項(xiàng)技能的理論工作有限。此外逢唤，缺乏經(jīng)驗(yàn)證據(jù)支持任何即興培訓(xùn)工作的成功拉讯。2007年，基思·索耶寫道鳖藕，我們現(xiàn)在處于“協(xié)作組織文化……基于靈活性魔慷、聯(lián)系和對話”，其中“即興創(chuàng)新是標(biāo)準(zhǔn)商業(yè)實(shí)踐”（156）著恩。那么院尔，為什么會(huì)有，為什么仍然缺乏關(guān)于即興創(chuàng)作的理論和實(shí)證研究呢喉誊？為什么去人工智能派對會(huì)這么晚邀摆？在過去的十年里，一些杰出的作者發(fā)表了重要的專著伍茄，指出即興創(chuàng)作實(shí)踐與自發(fā)決策栋盹、市場營銷和銷售、溝通敷矫、組織結(jié)構(gòu)贞盯、合作創(chuàng)造和創(chuàng)新的相關(guān)性！

But the amount of published research widely available does not proportionately represent the growth and diversity of AI practice happening around the globe. We hope that this book will inspire other AI facilitators to begin immediately documenting, writing about, and publishing their own stories and strategies.

但廣泛發(fā)表的研究成果的數(shù)量并沒有按比例代表全球正在發(fā)生的人工智能實(shí)踐的增長和多樣性沪饺。我們希望這本書能激勵(lì)其他人工智能主持人立即開始記錄躏敢、寫作和出版他們自己的故事和策略。