Sebastian

Voila: http://seriousplaypro.com/2015/03/30/video-of-lego-serious-play-session-at-uvm-aguascalientes-university/

:)

I think that skills building is an absolute must but from what I have learned, the time allocated for it depends highly on the number of participants and the type of participants, as well as, as Marko stated, the session design. I also think that as I build experience, I will become better at time management.

Marko I like your suggestion about…[Read more]

Hi Marko,
To be honest, I never do the full two hours, but to give you an idea about how the time can be allocated.

Construction:
Instructions 1 minute + building 3 minutes + debrief 2 minutes + deconstructing models 1 minute = 8 minutes

Metaphor:
Instructions 2 minutes, building 10 minutes, explaining 10 minutes, debrief 2 minutes +…[Read more]

Sean – love your gridcards concept, thank you for sharing! You might have seen that Tesla Amazing has come up with a novel idea about cards of different sizes that can be written-erased and that stick with static charge to just about any walls: http://teslaamazing.com/

Planning your day looks good. Given that thinking with your hands may be…[Read more]

Gabriel – thanks for your open description of your success and lessons learned. This is always the challenge for a facilitator – how to be well prepared, but still be ready to be flexible to changes during the session.

While you seem to be very critical about the process I would focus to what you have said – the client was happy about the…[Read more]

Hi Eli,

thanks for your comments, they are all so very valuable. I’ll make sure to take into account your suggestions for my next workshop.

Thanks again Eli…

Hi Gabriel,

Thanks for posting your experiences. Everyone should read your story.

I’m surprised that you recommend an hour skill-building. I’m sure I was told in training that it should be 2 hours!

Handling the talkative ones is just part of the job of being a facilitator. Doing the skills building right won’t get your participants obeying…[Read more]

Sean – sure. Please let us know what kind of exercise you have in mind and what is the type of group that you have in mind.

There are lots of interesting case studies of running LSP sessions in large groups. You have probably already seen this:…[Read more]

Luc,

Just to confirm what the others have already said. I have used Lego Serious Play for nearly a decade now – in average 20-40 LSP sessions a year, but i have never gone to the client selling LSP. In most cases I even do not write LSP into my proposals. Clients find out about the bricks only at the last minute.

Usually the client describes me…[Read more]

Balint, I think we all understand the challenge; we have all met people who are shortsighted and don’t want to invest. Believe me, Eastern Europe does not have a monopoly on shortsightedness. Wall Street in New York has proven time and again that it cannot see beyond the end of its next 3-month nose. So these are the people whose careers are going…[Read more]

Luc, I find terms like C-level quite confusing; still here’s a list of CAPRESE LSP references, where senior management have been involved (I’ll leave it to you to decide whether VP R&D EMEA in Honeywell ACS who reports to an Executive VP is senior or junior to VP R&D Aerolia who reports directly to a…[Read more]

I cold heartedly agree with Eli, don’t “fall into the numbers trap”. The way I work around this is by bringing up all the workshops I have conducted in the past, with or without LSP. LSP is a tool, and a great one… but the secret is the facilitator. Also depending on the type of clients you are dealing with, I learned so far that some will catch…[Read more]

Guys don’t fall into the numbers trap! What about keeping the company in business, rather than going bankrupt? What about creating a context in which products are developed more efficiently? Having a more efficient R & D department might not affect your bottom line in the short term, but may help your organisation to develop products and services…[Read more]

Guys don’t fall into the numbers trap! What about keeping the company in business, rather than going bankrupt? What about creating a context in which products are developed more efficiently? Having a more efficient R & D department might not affect your bottom line in the short term, but may help your organisation to develop products and services…[Read more]