I recently posted some pictures on Twitter and LinkedIn of a leadership development session I ran with a colleague where we used Lego to conduct an Appreciative Inquiry. This stimulated some interest and requests for more information on what we did, so I thought I would explain in a little more detail.
On this occasion my colleague was a trained Lego Serious Play practitioner, this was beneficial as she had some unusual and very helpful Lego pieces. It is possible to buy these specialist pieces online in the Lego Serious Play shop, however they are not necessary for the purposes of Appreciative Inquiry.
I have used Lego in Appreciative Inquiry sessions many times using a big box of Lego bits that were once my sons’ spaceships and pirate boats. The usual assortment of bricks, bases, people, maps, treasure-chests and the like, that accumulate in any Lego-using household, is perfectly adequate.
Here’s how I use Lego in Appreciative Inquiry
Before we start the Appreciative Inquiry process proper, I ask the participants to construct a model that is a representation of how things are now. So, for instance on one occasion, a person who was on a project team, but only part-time, chose to include a boat with figures at either end looking in opposite directions. This conveyed very clearly his sense of being pulled in two directions by his change-project manager and his business-as-usual manager.
We then do the Discovery process as usual. As we move to the Dream stage I ask them to create another model of ‘how things could be’, using their discovery conversations as a springboard to imagine this future state. Depending on context I may suggest they do this as individuals or as a group.
This means that as we come to the Design and Destiny elements of the process, they have both an ‘as is’ model and an ‘aspirational model’. So now I can ask people ‘How did this (the as usual model), become this (the aspirational model)? At which point people start moving or removing or adding bits of kit. Questions like, ‘What is that you’ve just taken off?’ encourages them to tell the story of change. For instance, someone might say, ‘Well this is all the stuff that gets in the way, the silly restrictions that mean we can’t do our job properly.’ To which you might say, ‘Tell me more, what sort of things are you thinking of?’ or, ‘Tell me how you got rid of them?’ or ‘What difference does removing that piece make?’
Fun yes, but it’s about helping people articulate a hopeful story
Obviously, the questions you ask, or encourage participants to ask each other, are context dependent, but the ambition is always to help people articulate a story of change; a story of how they got from there (the present) to here (the future). Once such a story has been constructed in the imagination like this, it exists as a possibility that can then be developed, questioned, robustly tested for feasibility etc. But until we have created such an account through the use of imagination and metaphor, it can be hard to articulate as a lived, grounded, hope-fuelled feasible course of action.
There are many ways of helping people articulate their inspirational futures and their story of change. Lego is particularly challenging to heave around which means that, if I’m travelling on public transport to an assignment, I often chose to use something else. However, when I am in a position to use it, I find there is something about the very tangible and concrete actions of manipulating a Lego model that can be a very powerful generator of hope, and of a belief that change really is possible.
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Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Positive Psychology in Business’ ‘Positive Psychology at Work’ and ‘Positive Psychology and Change’ both published by Wiley. She is also the lead author of 'Appreciative Inquiry for Change Management'.
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The words are easy: we want to create a diverse and inclusive culture, that promotes equality of access and opportunity. The business case for creating a work environment that is inclusive of difference, that honours and makes good use of diversity, and that manages itself in such a way that all employees feel they are fairly treated, has long been made. The challenge is how to achieve such an environment. I want to briefly consider how using Appreciative Inquiry can support the development of such a culture.