Within a Teambuilding-Workshop at Allianz SE, we ran a LEGO® SERIOUS PLAY® Workshop (LSP).
The goal was to optimize the setup and cooperation between different internal service providers.
At the beginning the basics of LEGO SERIOUS PLAY were taught. In a basic exercise the participants could experience the essential components of the method. This involves building a model that describes a situation or a very specific application as a metaphor. The introduction lasted approx. 30 minutes and each of the participants was immediately fully involved in LEGO building. It is called “flow” — the active participation and the complete giving in of one’s attention.
Thus it went to the actual exercise. Under the guidance of the Steinbeis Intercultural Academy trainer, each workshop participant was asked to build his very personal model of his workplace. This included a presentation of the associated role and day-to-day tasks at Allianz. Each participant built his very own model from LEGO bricks. Using metaphors, the small LEGO models expressed and clarified the personal tasks and interfaces to internal service providers. In an individual presentation, each participant identified and presented exactly this with the help of his model.
Top results in just three hours
In a second step, the cross-departmental role and the team connections to other departments and internal service providers of Allianz SE were developed. A holistic LEGO SERIOUS PLAY model was built from the individual personal LSP models. Each participant has built the essential components of his personal model on the team model. After a short time, a departmental model had been developed. With a lot of zeal and completely in “flow”, the participants continued building immediately afterwards and could also build the essential internal service providers and the interfaces to other departments of Allianz in addition to their own model. Mind you, all based on metaphors. This means that properties have been assigned to the building blocks which then describe the day-to-day challenges.
In the third step, optimization could then be developed from this comprehensive departmental model. The participants had the transparency of the model but also the overview to derive exactly this potential for improvement. This potential was finally broken down into individual activities and steps, which were then created in the fourth step as a to-do list.
The feedback was very positive: Everyone was surprised to what extent such a positive result could be achieved in a very short time
More about LEGO SERIOUS PLAY