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LEGO® SERIOUS PLAY®CO-CREATION ON SPEED
SCIENCETHE
Constructivism Constructionism
Hand-mind connection
Strategic Imagination
Yeah! Science bitch!Jesse Pinkman “
Brainstorming studies since the 1950s show that groups which brainstorm together produce far fewer ideas than when the same number of people work alone & pool their ideas.The bigger the group, the greater the difference.
LEAN FORWARD
20% participation 100% participation
A NORMAL MEETING LEGO® SERIOUS PLAY®
LEVEL PLAYING FIELD
Leaders don’t have all the answers Anyone can play Everyone contributes Threat is removed
S C ARF
TATUS ERTAINTY UTONOMY ELATEDNESS AIRNESS
FLOW THEORY: HARD FUN
SKILLS & KNOWLEDGE
DIF
FIC
ULT
Y
ANXIOUS
BORED
FLOW
ZONE
Play is to the 21st Century what steam was to the 20th Century
Julien Dibbell
“
THE POWER OF PLAY
METHODTHE
COMMANDMENTS OF PLAYDon’t have a meeting with yourself just START building
Trust your handsLet them pick the bricks they want
Don’t get bogged down in designthink METAPHORICALLY
Question the modelnot the person
AUTHENTIC THOUGHTI will ask you to build a metaphorical story that
answers my question
CONSTRUCTION SHARING REFLECTIONCHALLENGE
You all tell the group the story in your model
You all build individually and give it meaning while
you’re building
Questions, insights and identification of patterns
OPEN > CLOSED
LOW THRESHOLD HIGH CEILING
SUFFICIENTLY UNCLEAR
THE RIGHT QUESTION
STORYMAKING
Not until I have said what I thought, can I think about what I have said.
Gregory Bateson “
STRATEGYTIMEREAL
SKILLS BUILDING1
1. Build a tower 2. Build from instruction 3. Build a story
INDIVIDUAL MODELLING2Think about the current brand experience. Build a model to tell a story about an element of this experience as it is today.
Think about the ideal experience. Build a model to tell a story about something this aspirational experience must provide.
SHARED MODELLING3
LANDSCAPING4
Create the Agents in the landscape where your identity will live. Who are they and where do they exist?
BUILDING A SYSTEM5
Create connections: Points of connection Nature of connection Response to change
PLAYING EMERGENCE6
Write down the event
It happened
Is there an impact?
Where / what does it impact?
Is this an opportunity or threat?
What could you do?
GUIDING PRINCIPLES7
Build
Share
Select
Test
GUIDING PRINCIPLES7
Stay away from the moguls Watch out for psycho kids Know where the lift ends Don’t push too hard
Are grounded in shared values, identity & aspirations. Principles not instructions Are not transferable, they are uniquely yours. Their meaning transcends the expression. Emerge from the collective mind.
KNOWLEDGEEMERGENT
GO DEEPER
What we know we know
What we don’t know we know
LSP lowers the line
I didn’t know I knew that
5-10%
90-95%
JOHARI WINDOW
PUBLIC BLIND
HIDDENUNKNOWN
YOUKNOWN > UNKNOWN
KN
OW
N >
UN
KN
OW
N
OTH
ERS
PUBLIC
Problems can’t be solved by the same level of consciousness that created them.
Albert Einstein “
THEORY U
OBSERVE perceive other perceptions
CO-CREATE new ideas & processes
PURPOSE Reflect and let the knowing emerge
SENSEchallenge deep assumptions
DEFINEnew thinking & principles
FOCUSsurface current reality
PERFORM new structures & practices
RE-ACT
SHARED PERCEPTION discover common will
COLLECTIVE ACTION put purpose into practice
CHALLENGE SOLUTION
RE-STRUCTURE
RE-DESIGN
RE-FRAME
Downloading
Play the Macro violin
PERCEPTION POSSIBILITY PRACTICALITY
Debating the old
Co-creating the futureCOLLECTIVE INTELLIGENCE
From Mission Statements to aligned purpose
SHARED VISION
GUIDING PRINCIPLES
TRANSFORMATIONALCHANGE
TIMEPLAY
Build a tower
SKILLS BUILDING
Imagine success for your team in a year.
METAPHOR
What did you bring to the table?
Think about your work life.
STORYMAKING
What is your biggest pain point?
Write 3 secret keywords you want to include in your story
LEGO® SERIOUS PLAY® www.seriousplay.com www.seriousplaypro.com
FLOW Theory Mihalyi Csikszentmihalyi, 1991
SCARF: A brain based model for collaborating with and influencing others NeuroLeadership Journal: Issue one, 2008
Theory U Theory U: Leading from the Future as It Emerges, C. Otto Scharmer
Brainstorming studies Kieth Sawyer and studies dating back to 1958 at Yale
REFERENCES
