Organisational theatre and polyphony: the use of theatre as an artist-led intervention in organisational change

Despite a growing body of research on organisational theatre as artist-led intervention in organisational change, the character and impact of the method remains disputed. To extend the prevailing discussions, this thesis presents a longitudinal and in-depth study of an organisational theatre event and the associated change process. I employ the concept of polyphony to explore the multiple and diverse influences upon organisational theatre and the contentious nature of its outcomes. The thesis makes an empirical contribution to this field through its documentation of the complex, multi-faceted, ambiguous and fluid social and political dynamics of organisational theatre from before project inception to after its completion. Further, it makes a theoretical contribution to organisational studies of artistled interventions in organisational change through its application and interrogation of the concept of polyphony. Understanding organisations as inherently polyphonic serves as a guide for extending and updating radical Boalian, ambiguity and paradox based perspectives on the study of organisational theatre and its consequences.