One of the more significant challenges facing organisations is the question of how to develop effective organisational learning in volatile trading markets. In a world where questions can potentially be more powerful than answers, what does learning look like? If an agile workforce understands the importance of questions over answers, prototyping and iterating potential solutions and developing a healthy appreciation for problem finding when it comes to working on the right problem, what if anything needs to change in the way we do organisational design?
What I have observed from running strategy sessions using LEGO® SERIOUS PLAY® as a methodology is that Building requires a different starting point. Much of my work in Leadership Development has focused on reflection as the critical stance. With LEGO® SERIOUS PLAY® I have noticed something different happening. What I have found is that when one builds, one moves into a space of Play and that ego seems to fall away. What I mean by this is that due to the nature of the Lego blocks holding no inherent meaning, because one can eliminate things, break things down and rebuild, it seems to eradicate the place of judgement around oneself and ones ability to think through challenges.
It is my belief that the constructionist nature of Lego helps to develop a capacity for leaders to work in a state of emergence and harness Play as a powerful driver for organisational learning.
The answer always lies in the system you are building. Thus it creates a place for multiple perspectives to emerge and to be assessed without judgement. Doing these sessions has profoundly changed the way I view learning - I understand now from the impact I have seen in the thinking of the people I have worked with that it is not only in reflection that we learn but in Play, that we create and grow.
I will be talking about the Power of Play at the Knowledge Resources Chief Learning Officers conference in Johannesburg and giving a free talk on 25th October at Creative Mornings in Cape Town.