Lego Serious Play Methodology

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Discussion

The Lego serious play methodology is a problem solving and insight building approach or strategy whose aim is to enhance creative thinking among all participants in organizations (Gauntlett, 2007).Through the methodology, organizations are able to have the employees and shareholders think and express or speak their true feelings without the fear of intimidation.

Through it also, organizations have an opportunity to have everyone on board in the discussion of organizational issues which stimulates learning as well as thinking. The thinking and learning by all participants in organizations leads to new ideas or insights in regard to particular organizational issue(s) (Lockwood & Walton, 2009).

The methodology is applied in many sectors, key among them education and arts as well as in business. It is related to constructivist theory by Papert, which holds that problems are mere constructions in peoples’ minds and thus the solutions to the problems lie within peoples’ minds, that is, people can construct the solutions to their problems (Sioukas, 2003.p.101)

In business setting, the methodology is based on the philosophy that business problems or issues have their solutions from within, meaning that the members or shareholders of a business are the people with the solutions, only that they do not realize.

It is also based on the thinking that real solutions lie in having realistic action plans which addresses the real problems or issues but not the symptoms of the problems (SIGCHI Group, 2006).

The methodology is implemented through facilitation by an expert in the same. It involves organizing workshops for all members and shareholders of a business whereby they are engaged with the problem or issue at hand. During the workshop, everyone is treated equally and each and every one’s idea and thinking is acknowledged.

The participants are provoked to think and imagine of solutions to the prevailing problem. Their responses, reactions and ideas are all recorded. In some cases, the participants in the workshops are given some physical exercises which reflect the problem at hand to perform (Jenkins & Jenkins, 2006).

Through this physical activity which is performed merely as a play, the facilitator or expert in the methodology observes how the participants approach the issue(s) and thus gets to know various versions of dealing with the problem or issue at hand (Ventola, 1987).

The methodology increases innovation and leadership attributes through getting everybody on board and having them think about the way forward in regard to a certain issue of concern to a busies or organization.

It enhances leadership in the sense that it is undertaken in groups which must have defacto leaders, who get the opportunity to realize their potential in leadership thus ending up with many people with leadership skills within the organization or business.

These defacto team or group leaders become very instrumental in guiding, influencing and inspiring the other employees or shareholders of the business or organization (Gauntlett, 2008).

It enhances innovation in that everybody is given an opportunity to think without intimidation. The idea behind this argument is that people who are motivated to think, and whose thinking is acknowledged are able to think freely without any difficult or bias, consequently coming up with new and independent ideas.

At the end, the business ends up with very many new ideas which can be transformed into innovations (McGoey, 2011).

The methodology is not applicable in corporate businesses which have rigid administrative structures; for example, a bureaucratic organizational structure. This is because bureaucratic organizational structures do not allow for team work, employee or shareholders creativity nor do they value group synergy (Kurosu, 2009).

It is mostly suited for organizations which are very flexible in their approach to achieving their mission, and more so, organizations which operate in a dynamic socio-cultural, economic and political environment, thus the need of an ongoing problem solving mechanism for overcoming challenges as they come (Design Publications, 1984).

References

Design publications. (1984).Symposium on User Interface Software and Technology.Volume 338 of ACM conference proceedings series. New York, NY: Association for Computing Machinery.

Gauntlett,D. (2007).Creative explorations: new approaches to identities and audiences. New York, NY: Routledge.

Gauntlett,D. (2008). Media, gender and identity: an introduction. 2nd Ed. New York, NY: Routledge.

Jenkins, J.C & Jenkins, M.R. (2006).The 9 disciplines of a facilitator: leading groups by transforming yourself. Volume 3 of J-B International Association of Facilitators.Hoboken, NJ: John Wiley and Sons.

Kurosu, M. (2009).Human Centered Design: First International Conference, HCD 2009, Held as Part of HCI International 2009, San Diego, CA, USA, July 19-24, 2009 Proceedings.Volume 5619 of Lecture Notes in Computer Science. Zürich: Springer.

Lockwood,T., & Walton,T. (2009). Corporate Creativity: Developing an Innovative Organization. New York, NY: Skyhorse Publishing Inc.

McGoey, D. (2011). A powerful tool designed to enhance innovation and business performance. Retrieved on September 1^st2011 from https://www.lego.com/en-us/seriousplay?domainredir=www.seriousplay.com

SIGCHI Group, (2006).Proceedings of the 19th Annual ACM Design Publications.(1984).Industrial design: ID., Volume 31. New York, NY: University of Michigan.

Sioukas, T.(2003).The solution path: a step-by-step guide to turning your workplace problems into opportunities. Hoboken, NJ: John Wiley and Sons, p.101.

Ventola,E.(1987).The structure of social interaction: a systemic approach to the semiotics of service encounters. New York, NY: F. Pinter.

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Lego Serious Play Methodology

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