The 5 Guiding Principles of IMPROV

Researchers are trained to think critically. That is what makes them good at their work. It is also what makes many of them uncomfortable in social and interpersonal situations — because the same critical mind that spots flaws in a dataset is constantly evaluating their own performance in a conversation, a meeting, or a room full of strangers.

This shows up in predictable ways. People hold back in group discussions because their idea isn't fully formed. They hesitate to speak up in meetings because they are worried about how it will land. They avoid difficult conversations because the risk of getting it wrong feels too high. And in social situations — a conference dinner, a seminar break, a lunch with people from other departments — they retreat into silence or safe topics because the fear of saying the wrong thing outweighs the desire to connect.

None of this is about personality. It is about habit. Years of academic training reinforce a pattern: think before you speak, check your work, do not say something unless you are certain it is right. That pattern is useful in a lab. In a human relationship, it creates distance.

This session introduces the 5 Guiding Principles of IMPROV — a practical framework for showing up differently in any interpersonal situation. Participants practise them physically and verbally, through a series of exercises that build on each other.

• Yes, And — the foundation of every good interaction. Instead of blocking, correcting or redirecting what someone says, participants practise building on it.
• Do Not Judge Yourself — the inner critic is the biggest obstacle to natural communication. Participants practise letting go of self-monitoring and staying present.
• Do Not Judge Others — the moment we judge someone's contribution, we shut down the conversation. Participants experience how quickly trust builds when judgement is removed.
• Embrace Failure — in academic culture, mistakes are problems. In this session, they are material. Participants practise responding to things going wrong with curiosity rather than shame.
• Make Each Other Look Good — the most powerful shift in any team or social situation. When people stop competing for airtime and start actively supporting each other, the quality of every interaction changes.

Each principle is introduced through a short, high-energy exercise. Participants move, speak and interact — there is no sitting and listening. The exercises start simple and grow in complexity, so that by the end people are having real conversations using all five principles without thinking about it.

• A practical framework for interpersonal communication that works in any context — meetings, presentations, networking events, difficult conversations, or casual exchanges over coffee
• The physical experience of what it feels like to communicate freely, without the constant self-censorship that holds most people back
• A shared vocabulary with their peers — "that felt like a yes-and moment", or "I think we're judging rather than listening". That language sticks.
• More comfort in unstructured social situations — the conference breaks, the dinners, the corridor conversations that often matter more than the formal programme
• A direct, felt experience of psychological safety. Once people know what it feels like, they start creating it themselves.

The ability to communicate openly, build trust quickly and stay comfortable in unscripted situations shapes whether collaborations form, whether teams function, and whether talented people stay or leave. Researchers who do this well have a real advantage — in securing funding, attracting collaborators, mentoring students and leading groups.

This session gives participants a method they can return to again and again. The 5 Guiding Principles are simple enough to remember and practical enough to apply the same evening at the seminar dinner.