One cannot become a successful jazz improviser without integrating a deep understanding of both structural music theory and the somatic/emotional demands of interpersonal dynamics.
Business IS improvisation
Why, then, do so many business institutions separate managerial development from organizational development?
I see an inherent contradiction in thinking about management development as separate from organizational development. The art of management lies in one’s ability to mentor in each unique situation- to help individuals understand contraints in a way that will inspire them to take ownership of the task and the larger system of which that task is a part.
The inevitable siloing of functions create gaps in the organizational flow- a ubiquitous problem. Cross-functional awareness of non-managerial systems and constructs on the part of management make for managers who can work with complexity and, when necessary, bring the right creative thinking to the risk of intervention.