Team LEGO sessions break down barriers and stereotypes

Backstory

This department of the company has experienced turbulent times throughout its existence: either an increase in the number and quality of tasks, then an increase in the number of department's employees, then internal reshuffles...

At least, the department received a clear outline – the roles are distributed, there is a strong-willed leader, newcomers come to the team. However, there is no peace within the team: quarrels and aggression from different sides, new employees do not find a common language with old-timers, the process of transferring knowledge and experience has reached a dead end – either a revolution or a mass layoff is coming. At this point, the leader leaves.

Team LEGO session has become a tool for getting out of an emotional pique

A “group of comrades” came to the session (who were not really comrades to each other, but rather competitors, 2/3 of whom worked for less than a month) and a new head of the department.

Goals for the session:
1. To unite the team through acceptance of each other along with experience, characteristics, desires and ambitions
2. Identify the strengths of each employee and set the development vector for the future

Session duration - 2 hours
Number of participants - 8 people

As a result of the session (and now we can already talk about long-term results - several months have passed since the session), even relations were established in the team, a personnel reserve was formed, new employees found their niches.

What did we do during the session?
Step 1 - get to know the instrument (there were even those who had never held Lego in their hands before)
Step 2 - forming an image of the current situation
3 step - analysis
Step 4 - search for resources for adjustment according to the tasks of the department
Step 5 - agreeing on a new image of the department with all participants

Within a few weeks after the session, both technological and human processes were restructured: quarrels were gone, the level of competencies and productivity of employees, as well as responsibility and involvement, including newcomers, increased. Employees make fewer mistakes. Many mistakes used to be caused by fear of being punished and ignorance of the processes.

The described example of a session using LEGO is one of the possibilities, a creative tool that allows you to work with deep problems, including in a short period of time.

LEGO can also be used for multi-day strategy sessions

An interesting fact - the number of LEGOs for a team session is not proportionally related to the number of participants - if at first there may still be a struggle for some elements / figures / artifacts, then after a few minutes the competition comes to zero and colleagues are ready to share with each other with your trophies!