Experience - explain - repeat.
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| A tower of green and orange blocks. |
There is no content, LSP has no content
When you put something `in', what we have is the standard application.
The value does not come from the bricks, no matter how wonderful they are, it is in what the players arrive at themselves, through the facilitation.
Designing, since there is no content, takes what we put in and from that designing descriptions.
The crucial contexts: you, the team, and everything else, that isn't about you or the team we call `business'.
The most compelling argument for LSP is for leaning in meetings. To go from 20:80 to 100 percent meetings where everyone contributes evenly.
LSP sessions are designed to improve meeting outcomes; to generate new insights, to build confidence of our people, and to generate commitment around our decisions.
(the bottle, glass, bowl demonstration to put us at our ease for the next four days)
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| Trust us - combining models; to make a shared model (1/2) |
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| Trust us - combining models; to make a shared model (2/2) |
- gave us the binder and set out the ground rules
- respect the tables: one table for lecturing and one table for `play'.
- to be present.
- distinguished between building with a purpose and just fiddling around with the pieces.
- stated it is `hard fun', or adequately difficult (a term used by Seymour Papert).
- LSP draws on:
-- science (for explanation of the value of the method, its background and technical explanations),
-- craft (the practices and skills involved in posing questions, building, storytelling, reflecting)
-- art (the creative action involved in a particular response, a creative situation, to be involved, not a set of rules or a procedure)
- Robert used flip charts and printed boards instead of slides.
- at a leaning in meeting you get everything they know about a topic, plus it should (will) be much much more fun than a traditional meeting.
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| Angry person |
